1. Felix Li Learning Head, Novartis China University
Building Corporate University, the organization for the advancement of leadership development
Felix Li
Learning Head, Novartis China University

2. Novartis is a world-leading healthcare company
Leading market position
One of 35 largest companies by market capitalization
Among most respected companies globally
Key figures
Sales by region – 2011
Canada/ Latin America
2011 USD billion
Net sales: 58.5
Net income: 9.2
R&D investment: 9.2
Europe
Asia/Africa/ Australasia
The Novartis Group is a world leader in offering medicines and vaccines
Market capitalization: FT 500 ranking (
Reputation: Fortune’s “World’s Most Admired Companies” (No 1 in pharma industry in 2011); gold class in SAM; included in the Barron’s magazine’s list of the world’s most respected companies
From this slides we may see most of our sales come from US and European, but what will be happened in the future. US

3. Emerging Market is moving fast in pharmaceutical industry
2009 Rank
2011 Rank
2013 Rank 1
United States 2
Japan 3
France
China 4
Germany 5 6
Italy 7
Spain 8
United Kingdom
Brazil 9
Canada 10 11
Russia 12
Turkey
India
Venezuela 13
South Korea 14
Mexico 15 16
Australia 17
Greece 18 19
Netherlands
Poland 20
Belgium
Market capacity
Tier 1 & 2 Markets
Tier 3 Market

4. Business Challenge in China market
Coping with complex economy environment.
Hot competition with global and local players.
Balance between high-speed growth and sustainable growth
Business model innovation.
.War for talents.
1.Goverment information flow, decision process, Foreign participation is constrained in many sectors, Doing business in China is also complicated by the active role of government in many of the largest sectors 2. 3.
4. MNCs often do not have the right mix of people or organizational structures on the ground in China. Inability to
provide an integrated solution, Cost structure/product offering too expensive for the “value” focused China market, Products designed for a fundamentally different technology than the one dominant in China. Localize products, operations, and business models

5. Systematic development of Novartis globally
Grow Leaders from within Novartis
Fill 70% of the positions with internal associates
Each associate has a development plan
Each associates has minimum two Career & Development discussions per year

6. Global Learning Strategy
Part of leadership development,

7. Key Leadership Development Needs
Business Manager
Building China Organization Capability
Creating Effective Organizations
Balancing performance and people development
Building Transparency
Developing a More Global Mindset
Functional Manager
How to shape and express strategy, and take the lead
Need for fact based decision making,
Have to be more explicit to communicate
Move to process rather than personal commitment
Understand how to collaborate and influence in the matrix organization
positioning

8. Positioning of Novartis China University
Turn over rate, deep dive survey
Organization growth

9. Program design base on target audience:
Program Category
Target Audience
Program List
Accelerate
Development
Programs
Key Talent
BiMBA, ELP, LNW
Leadership &
Management
Programs
Managers
M0, M1, M1XP,
HPL, GLP
Personal
Development
Programs
All Associates
PDP (22)

10. Novartis China University program structure-1:
Accelerate Development Program , Leadership and Management program

11. Novartis China University program Structure-2: Personal Development Program

12. Novartis China University
Provide training service base on organization needs
Internal Service Model
Novartis China University
GCR
GCPO BJ
GCPO SH
GCPO GZ
GCPO CD
OBU PO
Sandoz
OTC
Animal Health
ALCON
Vaccines
CNIBR
SNPT
NCO
Corporate Learning
China Business Leader
with the integration of learning function, the NCU team will have direct contact with HRBP, which will enhance our understanding of the immediate business needs and challenges and we can react much faster to adapt our programs to the current business needs. To support HR team to strengthen the talent pipeline, we will broaden the target audience and will cover both high-potential and solid contributors within the organization.
Talent Management
Business School

13. Learning Management System LSO - Learning Solution

14. Contribution on Organization and Business
Talent keep learning within Corporate University leadership development program step by step, especially as they face external opportunity 1
Talent Retention
Build up strong employer brand within university and employee market 2
Talent Attraction
Establish talent pipeline with different development program and prepare future leaders for Novartis China 3
Talent Pipeline
Provide leadership development advice and workshop base on organization diagnosis
People make different 4
Organization Effectiveness
Target business issue to find solution through action learning project or assignment 5
Learning Solution

15. Thank you for your attention.
STRUCTURE OF PRESENTATION: TELLING THE NOVARTIS STORY
Introductory slide: Novartis at a glance.
Patients: Strategic overview: Mission, aspirations, environmental trends, strategy, portfolio. 10 Years Novartis: Shaping Novartis, focusing on healthcare.
2. Performance: Group: Superior performance over 10 years, 2005 results. Divisions: Pharmaceuticals (2 slides), V&D, Sandoz, Consumer Health (1 slide each)
3. Innovation: Ôverview: innovation at Novartis. Development: drug approvals to date, key upcoming launches. Research: NIBR overview. FTY 720: Our new approach in practice.
4. Responsibility: Corporate Citizenship overview: The four pillars, the case for CC. CC pillars: one slide per pillar (access, people, business conduct, HSE). Reputation: business reputation, employee reputation.
Summary slide: Novartis: Caring and Curing

16. Our focus is on patients
Our purpose is to care and cure. We provide medicines to treat and prevent diseases, ease suffering and improve quality of life.
Our purpose is to care and cure for patients by working together as an innovative leader and driver, a responsible corporate citizen and a performance-driven organization. 16

17. Novartis recognized as a great place to work

18. Program Design & Delivery
Process
NCU sums up all training program to present in Corporate Learning & HRBM
NCU collaborate with vendor to improve program base on feedback
NCU work with vendor on program design
NCU announce yearly training plan to all participants
NCU introduce program by December
NCU
Program Design & Delivery
Training Follow-up
HRBP
HRBP work with NCU to introduce program to associates
Associates
Manager
HRBP provide nomination name list to NCU in Apr
Talent discuss development plan with line manager in Q1
Participants take part in training
Line manager finalize nomination with HRBP support
Line manager follow up with NCU and HRBP Support
OTR & Nomination

19. Novartis China University Program Accelerate Development Program
Functional Manager & Managers’ Manager
readiness 1-2 to top management team
Leading Novartis Way (CEIBS)
Strategic Thinking / Organizational Leadership
- 5 modules in 2 years
Hi-potential Talent and High Performer
readiness 3-5 to top management team
Emerging Leaders Program (IMD)
Personal Leadership Development
Business Understanding
International Management Skills
- 9 modules in 3 years
Hi-potential & Promotable Talent,
RSM level managers
Novartis-BiMBA (BiMBA)
Expand Business Knowledge
- 10 modules in 18 months
our objective is to support execution of business strategies: the program design is focus on business strategies and challenges that we are facing globally and locally, we tried to help managers to translate corporate strategy into action, and to build a link between global and local. We invite corporate speakers from Basel (Roger Sawhney, Head of Strategic Planning; Stephan Mumenthela, Head of Economic Affairs and JBro) to be guest speakers to explain the 'whys' behind corporate strategies, the current thinking and concerns from corporate, etc. The interactions with corporate leaders enhance understanding of the rationale of corporate strategies; facilitate our managers to translate and interpret corporate strategies into local execution plans; and increase the exposure to senior management from different cultural backgrounds; we are also responding quickly to changes in business environment and create new programs and adapt existing programs gearing towards the discussion on current business challenges

20. Novartis China University Program Leadership and Management Program
Divisions Head and Their Direct Report
Global Leadership Program ( Harvard Business School )
Business Challenge
Leadership Development
GCR PEC minus 1, other divisions management team member who has not taken part in GLP
Impactful Leadership Program ( Harvard Business School )
Strategy Implementation
Collaboration
Building Growth Leaders
Experience Manager who has taken part in M1 in 18 months
Leading for Result (M1XP)
Talking Through Issues
Leading Across Boundaries
Growing Your Team
New Managers who’s on boarding 6-18 months
Leading at Front Line (M1)
Basic Knowledge on leadership and management
Candidates to be managers in 6 months
Management Foundation (M0)
Understand the Novartis expectation on leadership behavior
Get a first overview of our processes, especially the ones relating to people management
we offer tailormade programs to different levels. GLP as an example, the whole china leadership team participate this program in the past 2 years. This year, the program theme is Government and Business, and we had need assessment interviews with various business leaders and Government Affairs experts including Kim Stratton, to get the global perspectives; we will do the need assessment interviews with China leadership team in Apr, and we would like to get your input on the program design and development of content and discussion topics, and it will be great to have you attending this program. We enhance the practicality of the program and will have an 80% discussion & debate + 20% teaching format. With our experience in last year program, our leaders enjoy the action learning session, which they work with their colleagues on some pressing matters and plan for action on monday when they go back to office.

21. Communication Novartis China University Website update
Screen scan- NCU website
Appreciate they spend much time on video shooting
Feedback of each program on news letter