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Ă„hnlich wie Chris Day VP IT Transformation and Office of the CIO at AstraZeneca
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Chris Day VP IT Transformation and Office of the CIO at AstraZeneca
- 1. IT Executive Leaders Event Addressing the Digital Challenge Chris Day 17 Sept 2015
- 2. Agenda 2 • Introducing AstraZeneca and AstraZeneca IT • The opportunities Digitisation presents to IT leaders • New capabilities which need to be built • Potential challenges to be overcome
- 4. • Focus on the discovery, development and commercialisation of primary and specialty care prescription medicines • Invest in distinctive science in three main therapy areas where we believe we can make the most meaningful difference to patients • Operate in more than 100 countries and our innovative medicines are used by millions of patients worldwide. 4 A global, science-led biopharmaceutical company
- 5. Global dimensions • $26.1 billion annual sales • 57,500 employees • $4.9 billion invested in R&D with research across 5 countries • 118 projects in clinical development and 13 new molecular entities (NMEs) in late-stage clinical development or under regulatory review • More than 850 collaborations and partnerships globally • Manufacturing in 16 countries • 3rd fastest-growing top 10 multinational pharmaceutical company in emerging markets in 2014 As at 31 December 2014 5
- 6. We push the boundaries of science to deliver life-changing medicines. 6 Our purpose “Together, we can be confident that, by leading in science, we will transform the lives of patients around the world.” Pascal Soriot
- 7. Focus on three main therapy areas across key platforms Neuroscience Infection and Vaccines Cardiovascular and Metabolic Respiratory, Inflammation and Autoimmunity Main TAs Oncology Opportunity-driven Protein engineering Biologics Small molecules Immuno-therapies Devices Personalised healthcare and translational science capabilities 7
- 9. We are creating a world-class IT environment 9 What is World Class? A company that is truly connected and empowered by technology… Where IT provides a lean, agile supporting infrastructure for everything we do.1 Where IT works with the business and is talked about for the right reasons.2 Where competitive advantage is gained through cutting edge innovation.3 TRANSFORMATION IS AT THE HEART OF OUR IT STRATEGY: TO DELIVER WORLD-CLASS IT, ACHIEVING TWICE THE VALUE FOR HALF THE COST.
- 10. We will get there by focusing on 5 key areas 10 CUSTOMER FOCUS: Continued improvement to the overall experience of IT at AstraZeneca, working as a trusted business partner 1 OPERATIONAL EXCELLENCE: Delivery of on-going excellence across our range of services; establish a global infrastructure that allows us to be agile, responsive and efficient. 2 TECHNICAL LEADERSHIP: Pursue cutting-edge technology, partner with ground-breaking technology companies and utilise innovative new tools. 3 SIMPLIFICATION: Make life simpler for everyone who comes into contact with technology at AstraZeneca and reduce our reliance on 3rd party suppliers 4 COLLABORATION: Stay ahead of the game with effective collaboration tools and agile working. 5
- 12. Business models are not new 12 Manufacturer Wholesaler Retailer Landlord Broker Service Provider Financier
- 13. Neither are business model innovations 13 Loss LeadersOutsourcing Automation Bar Codes Discriminatory Pricing Joint Ventures Manufacturer Wholesaler Retailer Landlord Broker Service Provider Financier Two-Sided Markets
- 14. But recently things have been hotting up 14Source: Google nGram viewer
- 15. Something fundamentally new is happening … 15 Businesses Born Digital Digitally Enhanced Business Models Gamified Marketing Information Businesses Crowdsourced Design Servicization Dematerialization Hackdays Open Source Bounty-Based Creation Precompetitive Information Commons Quantified Self DIGITAL ADJACENCIES CUSTOMER SELF-SERVICE FREEMIUM CUSTOMER AS NANOFACTORY ADVANCED ROBOTICS AUTO DECISION MAKING N-SIDED MARKETS
- 16. Widespread shift as business models are reshaped around new digital capabilities Information Types • Multimedia data • Social data • Usage data • Operation technology data • Internet of things data • Ecosystem data • Open data Social Groups • Internal crowd • External crowd • Gamification • Maker culture Technology Types • Cloud • Social computing • Big data analytics • Mobile • Robotics • Sensors • Thinking machines Channel Types • Online channel • Mobile channel • Social channel Skill Types • Data science • Multichannel mining • Analytics • Customer Experience Management • Dark data mining • UI expertise • Digital mashup design • Entrepreneurship • Cognitive computing 18
- 17. Opportunities
- 18. The digital transformation presents great opportunities for IT leaders … • IT is uniquely placed to drive digital collaboration across the business • Real opportunity to embed IT at the heart of business decision making • Opportunity to raise the strategic importance of IT • Vehicle to expand the role and remit of IT • Major opportunity for career advancement and personal fulfilment 18
- 20. Six traits of digital ready IT leaders Have a strategic vision of how technology will transform the business 20 1 2 3 4 5 6 Relentlessly focus on innovation Focus on driving growth Ensure their vision is understood Move beyond Infrastructure and Operations Embrace smart risk taking
- 21. IT skills which need to be developed 21 Information Types • Multimedia data • Social data • Usage data • Operation technology data • Internet of things data • Ecosystem data • Open data Social Groups • Internal crowd • External crowd • Gamification • Maker culture Technology Types • Cloud • Social computing • Big data analytics • Mobile • Robotics • Sensors • Thinking machines Channel Types • Online channel • Mobile channel • Social channel Skill Types • Data science • Multichannel mining • Analytics • Customer Experience Management • Dark data mining • UI expertise • Digital mashup design • Entrepreneurship • Cognitive computing
- 22. Barriers IT digital Leaders need to overcome • Incomplete IT strategy, lack of leadership • Siloed business organisations • Insufficient business-IT and technical IT skills • Slow IT project delivery; poor innovation processes • Ineffective business models and budgeting • Inadequate Digital risk management thinking and processes 22
- 23. Recommendations • Accept that we need to actively engage on digital innovation • Understand how digital choices can be applied to your business capability model: • How can we apply innovation to rethink our business capabilities? • What new opportunities do new technology choices enable? • What new threats have we uncovered – how can we address these? • Work at pace to build the new skills and capabilities required 23
- 24. Questions ? 24
- 25. Backup Slides
- 26. Progression towards “twice as good” 26 Area Measure 2013 Baseline 2015 Latest View 2016 Goal Performance No. of Severity Priority 1 incidents 19 per week <10 per week <8 per week Mean Time to Incident Resolution 24 hrs <4 hrs <4 hrs & reduce repeats by 30% Customer Satisfaction 44% 64% 75% Simplification No. of Applications 3,822 2,700 1,697 Regional Data Centres 21 12 3 Servers 12,765 10,965 8,920 Cloud Usage 10% 30% >50% Key metrics Key enterprise deployments 2013 2014 2015 2016
- 27. Progression towards “half the cost” 27 Total IT costs as a % sales trajectory 2013-2019 5.5% 4.6% 4.0% 3.9% 3.6% 3.2% 2.9% 2013 2014 2015 2016 2017 2018 2019 % Revenue Pharma Benchmark
- 28. How did they do it? What did they do? Who should/shouldn't do it? What is the general pattern? What are the lessons? Leveraged their connected car to facilitate physical delivery of online shopping. Why did they do it? Differentiation opportunity. Solving a societal problem. Digital value added service. Based on online commerce, cloud, IoT. Innovation coming out of IT organization, based on connected car and vehicle cloud — thinking about how to use that platform more widely. +Those with a digital platform to leverage. - Those not open to digital adjacencies beyond core business. Opportunity to "flip dilemmas." Opportunity to use what you've got to solve persistent societal issues.
Hinweis der Redaktion
- This Contents slide is for speaker reference. It would not generally be used as part of the presentation. Important information for speakers This Speaker Kit is designed to provide information about AstraZeneca for any audience. Please note, however, when describing our medicines, it is important to have the wording reviewed by your local or unit nominated signatories. For further information, all the global requirements for communications with stakeholders and others who have an interest in the company and its activities are set out in AstraZeneca’s Global Communications Policy, which can be viewed/downloaded in the Portal Policies section and compliance with which is mandatory. 27 August 2015
- As a global, innovation-driven biopharmaceutical company that spans discovery, development, manufacturing, distribution and worldwide commercialisation, we are well-placed to turn innovative molecules into medicines that are life changing. We invest in distinctive science in three main therapy areas and our science exploits our rare combination of capabilities. We build on our own capabilities by collaborating with world-renowned scientists and academic institutions and partner with like-minded, science-led companies. Through leading in science, we are confident that we can transform the lives of patients around the world. In doing so, we will return to growth and deliver value to our shareholders.
- In 2014: $26.1 billion sales: 39% in the US; 26% in W Europe; 22% in emerging markets (12% growth during 2014) and 13% in rest of world (Canada, Japan, Australia and New Zealand.) 57,500 people: 34,000 people in our sales & marketing organisation and some 10,000 in our manufacturing and supply organisation. 22,700 are in Europe/Middle-East; 17,000 in North- South America; and 17,800 in Asia/Pacific. We invested nearly $5 billion and employed 9,000 people in R&D. Our capabilities helped us to understand the unmet medical needs in different geographies and patient types. At the end of 2014, our pipeline comprised 133 projects, including 118 in clinical development and 16 approved or launched. Since we set our target in March 2013 our late-stage pipeline has transformed faster than we anticipated, with 13 NMEs in Phase III/pivotal Phase II, or under regulatory review compared with the original target of eight. Our Supply & Manufacturing resources are located to support the reliable delivery of our medicines when and where they are needed.
- AstraZeneca’s purpose is to push the boundaries of science to deliver life-changing medicines. It underpins everything we do and gives us a reason to come to work every day We believe the best way we can achieve our purpose is to put science at the centre of everything we do. Science defines who we are. It is part of our DNA. Science begins with our Chief Executive Officer, Pascal Soriot and extends across the entire leadership team. But this is only half the story. We know we do not have all the answers. We want to share ideas because we believe it results in better medicines. We want the way we work to be inclusive, open and collaborative. This approach runs through all we do, from the people who work for us, and those who work with us, to the buildings we construct and the very way we carry out our research.
- We aim to be leaders in three therapeutic areas: Cardiovascular and Metabolic diseases (CVMD); Oncology; and Respiratory, Inflammation and Autoimmunity (RIA).  Across each of these areas we aim to discover and develop innovative medicines that are the best treatment in their class and/or the first of a new class of medicine. We have an opportunity-driven approach to the Infection, Neuroscience and Gastrointestinal (ING) disease areas with our teams working in an entrepreneurial way to bring medicines to patients. To put ourselves in the best position to push the boundaries of science, we seek to exploit our combination of capabilities which encompass both small molecules and biologics, and include immunotherapies and developing innovative delivery devices that can offer choice to patients. These are reinforced by a strong focus on personalised healthcare capabilities, which aim to match medicines only to those patients who will benefit from them. More than 70% of the medicines in our pipeline are being developed according to this approach. Our teams also work alongside the world's leading academic and biotech research institutions to stimulate innovation and evaluate emerging technologies such as Modified RNA, CRISPR genome editing. All this gives us an integrated capability that can be matched by few others.
- We aim to be leaders in three therapeutic areas: Cardiovascular and Metabolic diseases (CVMD); Oncology; and Respiratory, Inflammation and Autoimmunity (RIA).  Across each of these areas we aim to discover and develop innovative medicines that are the best treatment in their class and/or the first of a new class of medicine. We have an opportunity-driven approach to the Infection, Neuroscience and Gastrointestinal (ING) disease areas with our teams working in an entrepreneurial way to bring medicines to patients. To put ourselves in the best position to push the boundaries of science, we seek to exploit our combination of capabilities which encompass both small molecules and biologics, and include immunotherapies and developing innovative delivery devices that can offer choice to patients. These are reinforced by a strong focus on personalised healthcare capabilities, which aim to match medicines only to those patients who will benefit from them. More than 70% of the medicines in our pipeline are being developed according to this approach. Our teams also work alongside the world's leading academic and biotech research institutions to stimulate innovation and evaluate emerging technologies such as Modified RNA, CRISPR genome editing. All this gives us an integrated capability that can be matched by few others.
- In 2014: $26.1 billion sales: 39% in the US; 26% in W Europe; 22% in emerging markets (12% growth during 2014) and 13% in rest of world (Canada, Japan, Australia and New Zealand.) 57,500 people: 34,000 people in our sales & marketing organisation and some 10,000 in our manufacturing and supply organisation. 22,700 are in Europe/Middle-East; 17,000 in North- South America; and 17,800 in Asia/Pacific. We invested nearly $5 billion and employed 9,000 people in R&D. Our capabilities helped us to understand the unmet medical needs in different geographies and patient types. At the end of 2014, our pipeline comprised 133 projects, including 118 in clinical development and 16 approved or launched. Since we set our target in March 2013 our late-stage pipeline has transformed faster than we anticipated, with 13 NMEs in Phase III/pivotal Phase II, or under regulatory review compared with the original target of eight. Our Supply & Manufacturing resources are located to support the reliable delivery of our medicines when and where they are needed.
- In 2014: $26.1 billion sales: 39% in the US; 26% in W Europe; 22% in emerging markets (12% growth during 2014) and 13% in rest of world (Canada, Japan, Australia and New Zealand.) 57,500 people: 34,000 people in our sales & marketing organisation and some 10,000 in our manufacturing and supply organisation. 22,700 are in Europe/Middle-East; 17,000 in North- South America; and 17,800 in Asia/Pacific. We invested nearly $5 billion and employed 9,000 people in R&D. Our capabilities helped us to understand the unmet medical needs in different geographies and patient types. At the end of 2014, our pipeline comprised 133 projects, including 118 in clinical development and 16 approved or launched. Since we set our target in March 2013 our late-stage pipeline has transformed faster than we anticipated, with 13 NMEs in Phase III/pivotal Phase II, or under regulatory review compared with the original target of eight. Our Supply & Manufacturing resources are located to support the reliable delivery of our medicines when and where they are needed.
- In 2014: $26.1 billion sales: 39% in the US; 26% in W Europe; 22% in emerging markets (12% growth during 2014) and 13% in rest of world (Canada, Japan, Australia and New Zealand.) 57,500 people: 34,000 people in our sales & marketing organisation and some 10,000 in our manufacturing and supply organisation. 22,700 are in Europe/Middle-East; 17,000 in North- South America; and 17,800 in Asia/Pacific. We invested nearly $5 billion and employed 9,000 people in R&D. Our capabilities helped us to understand the unmet medical needs in different geographies and patient types. At the end of 2014, our pipeline comprised 133 projects, including 118 in clinical development and 16 approved or launched. Since we set our target in March 2013 our late-stage pipeline has transformed faster than we anticipated, with 13 NMEs in Phase III/pivotal Phase II, or under regulatory review compared with the original target of eight. Our Supply & Manufacturing resources are located to support the reliable delivery of our medicines when and where they are needed.
- In 2014: $26.1 billion sales: 39% in the US; 26% in W Europe; 22% in emerging markets (12% growth during 2014) and 13% in rest of world (Canada, Japan, Australia and New Zealand.) 57,500 people: 34,000 people in our sales & marketing organisation and some 10,000 in our manufacturing and supply organisation. 22,700 are in Europe/Middle-East; 17,000 in North- South America; and 17,800 in Asia/Pacific. We invested nearly $5 billion and employed 9,000 people in R&D. Our capabilities helped us to understand the unmet medical needs in different geographies and patient types. At the end of 2014, our pipeline comprised 133 projects, including 118 in clinical development and 16 approved or launched. Since we set our target in March 2013 our late-stage pipeline has transformed faster than we anticipated, with 13 NMEs in Phase III/pivotal Phase II, or under regulatory review compared with the original target of eight. Our Supply & Manufacturing resources are located to support the reliable delivery of our medicines when and where they are needed.
- In 2014: $26.1 billion sales: 39% in the US; 26% in W Europe; 22% in emerging markets (12% growth during 2014) and 13% in rest of world (Canada, Japan, Australia and New Zealand.) 57,500 people: 34,000 people in our sales & marketing organisation and some 10,000 in our manufacturing and supply organisation. 22,700 are in Europe/Middle-East; 17,000 in North- South America; and 17,800 in Asia/Pacific. We invested nearly $5 billion and employed 9,000 people in R&D. Our capabilities helped us to understand the unmet medical needs in different geographies and patient types. At the end of 2014, our pipeline comprised 133 projects, including 118 in clinical development and 16 approved or launched. Since we set our target in March 2013 our late-stage pipeline has transformed faster than we anticipated, with 13 NMEs in Phase III/pivotal Phase II, or under regulatory review compared with the original target of eight. Our Supply & Manufacturing resources are located to support the reliable delivery of our medicines when and where they are needed.
- In 2014: $26.1 billion sales: 39% in the US; 26% in W Europe; 22% in emerging markets (12% growth during 2014) and 13% in rest of world (Canada, Japan, Australia and New Zealand.) 57,500 people: 34,000 people in our sales & marketing organisation and some 10,000 in our manufacturing and supply organisation. 22,700 are in Europe/Middle-East; 17,000 in North- South America; and 17,800 in Asia/Pacific. We invested nearly $5 billion and employed 9,000 people in R&D. Our capabilities helped us to understand the unmet medical needs in different geographies and patient types. At the end of 2014, our pipeline comprised 133 projects, including 118 in clinical development and 16 approved or launched. Since we set our target in March 2013 our late-stage pipeline has transformed faster than we anticipated, with 13 NMEs in Phase III/pivotal Phase II, or under regulatory review compared with the original target of eight. Our Supply & Manufacturing resources are located to support the reliable delivery of our medicines when and where they are needed.
- In 2014: $26.1 billion sales: 39% in the US; 26% in W Europe; 22% in emerging markets (12% growth during 2014) and 13% in rest of world (Canada, Japan, Australia and New Zealand.) 57,500 people: 34,000 people in our sales & marketing organisation and some 10,000 in our manufacturing and supply organisation. 22,700 are in Europe/Middle-East; 17,000 in North- South America; and 17,800 in Asia/Pacific. We invested nearly $5 billion and employed 9,000 people in R&D. Our capabilities helped us to understand the unmet medical needs in different geographies and patient types. At the end of 2014, our pipeline comprised 133 projects, including 118 in clinical development and 16 approved or launched. Since we set our target in March 2013 our late-stage pipeline has transformed faster than we anticipated, with 13 NMEs in Phase III/pivotal Phase II, or under regulatory review compared with the original target of eight. Our Supply & Manufacturing resources are located to support the reliable delivery of our medicines when and where they are needed.
- In 2014: $26.1 billion sales: 39% in the US; 26% in W Europe; 22% in emerging markets (12% growth during 2014) and 13% in rest of world (Canada, Japan, Australia and New Zealand.) 57,500 people: 34,000 people in our sales & marketing organisation and some 10,000 in our manufacturing and supply organisation. 22,700 are in Europe/Middle-East; 17,000 in North- South America; and 17,800 in Asia/Pacific. We invested nearly $5 billion and employed 9,000 people in R&D. Our capabilities helped us to understand the unmet medical needs in different geographies and patient types. At the end of 2014, our pipeline comprised 133 projects, including 118 in clinical development and 16 approved or launched. Since we set our target in March 2013 our late-stage pipeline has transformed faster than we anticipated, with 13 NMEs in Phase III/pivotal Phase II, or under regulatory review compared with the original target of eight. Our Supply & Manufacturing resources are located to support the reliable delivery of our medicines when and where they are needed.
- In 2014: $26.1 billion sales: 39% in the US; 26% in W Europe; 22% in emerging markets (12% growth during 2014) and 13% in rest of world (Canada, Japan, Australia and New Zealand.) 57,500 people: 34,000 people in our sales & marketing organisation and some 10,000 in our manufacturing and supply organisation. 22,700 are in Europe/Middle-East; 17,000 in North- South America; and 17,800 in Asia/Pacific. We invested nearly $5 billion and employed 9,000 people in R&D. Our capabilities helped us to understand the unmet medical needs in different geographies and patient types. At the end of 2014, our pipeline comprised 133 projects, including 118 in clinical development and 16 approved or launched. Since we set our target in March 2013 our late-stage pipeline has transformed faster than we anticipated, with 13 NMEs in Phase III/pivotal Phase II, or under regulatory review compared with the original target of eight. Our Supply & Manufacturing resources are located to support the reliable delivery of our medicines when and where they are needed.
- In 2014: $26.1 billion sales: 39% in the US; 26% in W Europe; 22% in emerging markets (12% growth during 2014) and 13% in rest of world (Canada, Japan, Australia and New Zealand.) 57,500 people: 34,000 people in our sales & marketing organisation and some 10,000 in our manufacturing and supply organisation. 22,700 are in Europe/Middle-East; 17,000 in North- South America; and 17,800 in Asia/Pacific. We invested nearly $5 billion and employed 9,000 people in R&D. Our capabilities helped us to understand the unmet medical needs in different geographies and patient types. At the end of 2014, our pipeline comprised 133 projects, including 118 in clinical development and 16 approved or launched. Since we set our target in March 2013 our late-stage pipeline has transformed faster than we anticipated, with 13 NMEs in Phase III/pivotal Phase II, or under regulatory review compared with the original target of eight. Our Supply & Manufacturing resources are located to support the reliable delivery of our medicines when and where they are needed.
- In 2014: $26.1 billion sales: 39% in the US; 26% in W Europe; 22% in emerging markets (12% growth during 2014) and 13% in rest of world (Canada, Japan, Australia and New Zealand.) 57,500 people: 34,000 people in our sales & marketing organisation and some 10,000 in our manufacturing and supply organisation. 22,700 are in Europe/Middle-East; 17,000 in North- South America; and 17,800 in Asia/Pacific. We invested nearly $5 billion and employed 9,000 people in R&D. Our capabilities helped us to understand the unmet medical needs in different geographies and patient types. At the end of 2014, our pipeline comprised 133 projects, including 118 in clinical development and 16 approved or launched. Since we set our target in March 2013 our late-stage pipeline has transformed faster than we anticipated, with 13 NMEs in Phase III/pivotal Phase II, or under regulatory review compared with the original target of eight. Our Supply & Manufacturing resources are located to support the reliable delivery of our medicines when and where they are needed.