1. Supporting ePharma: From Search Engines to eCommerce Jennifer Klein-Kearns Director, Knowledge Management AstraZeneca US Special Libraries Association San Antonio, TX June 12, 2001

2. Supporting ePharma Agenda ePharma Marketplace Pharmaceutical eBusiness –What is it, What does it include, What is the impact? Role of Knowledge Management KM Infrastructure –Content Management –Centralized Processes –KM Support Services eBusiness Examples –eLearning –eCommunications –eMarketing

3. About AstraZeneca Formed in 1999 with the merger of Astra AB (Sweden) and Zeneca Group PLC (UK) Ranked third is ethical pharmaceutical sales Sells product in over 100 countries 50,000 employees worldwide; 11,000 in the US commercial business Cross functional organization focused around therapeutic areas

4. About Knowledge Management AstraZeneca US Dually reports to Information Services and eBusiness (Commercial & Portfolio Operations) Comprised of four functional groups: –Knowledge Integration –KM Program Office –Web Center of Excellence –KM Operations Goal is to champion the integration of information and knowledge into business processes and practices

5. MEDIUM SIZED COMPANIES BEGIN TO FAIL TO COMPETE R&D Selling & Marketing Large companies need to rapidly embrace these technologies short - medium term. Over the longer term, medium sized companies strategically need to embrace these technologies. Booming US Pharma market, Strong new product flow Emergence of mega sales forces and DTC advertising Huge changes in Biological Sciences, enabling technologies and computational power Ramp up in productivity of R&D process 1 drug per 3 years to 3 per 1 year eBusiness ePharma Marketplace Competitive Advantage

6. What is eBusiness? Leveraging web technology in a deliberate and thoughtful way to improve business processes, operations and relationships Business to employee (B2E) Business to business (B2B) Business to consumer (B2C)

7. What is eBusiness? Leveraging web technology in a deliberate and thoughtful way to improve business processes, operations and relationships Opportunity to leverage common platform, tools, applications, learnings, best practices and CONTENT across segments Requires standardization, centralized knowledge capture and information sharing

8. Research & Development Product Supply Sales and Marketing eBusiness Is About … Broadcast Disease information Corporate standards Internal procedures Company/product information Direct to Consumer (DTC) Corporate Communications Information Interact Collaboration (partners, customers, regulators, workgroups) Customer surveys Contact Us Contract management Communication Transact Electronic regulatory submissions Electronic coupons/rebates Education programs(CME) Procurement Workflow

9. Research & Development Product Supply Sales and Marketing eBusiness Is About … Broadcast Disease information Corporate standards Internal procedures Company/product information Direct to Consumer (DTC) Corporate Communications Interact Collaboration (partners, customers, regulators, workgroups) Customer surveys Contract management Transact Electronic regulatory submissions Electronic coupons/rebates Education programs(CME) Procurement Content

10. Impact of eBusiness TIME Manage Cost Understand Total Cost of Ownership Objective to impact cost base Increase efficiency and effectiveness New & Cool Early adoption Precedent setting Trial & Error Additive Cost Tremendous opportunity to leverage the web and eBusiness applications to eliminate/control/avoid costs and improve efficiency Technology is maturing – requires mix-and-match approach, unique opportunity to influence development Over time, failure to act will lead to fundamentally uncompetitive cost structure and reduced ability to respond to market changes

11. Impact of eBusiness TIME Change Relationship Dynamics Between buyers/sellers With business partners Between employee/ enterprise New & Cool Early adoption Precedent setting Trial & Error Additive Cost Greater customer impact /patient empowerment Opportunity for more sophisticated segmentation and targeted marketing Support cultural attributes and values of the organization Manage Cost Understand Total Cost of Ownership Objective to impact cost base Increase efficiency and effectiveness

12. Impact of eBusiness TIME Affects Business & Industry Configuration eBusiness becomes business as usual New & Cool Early adoption Precedent setting Trial & Error Additive Cost Manage Cost Understand Total Cost of Ownership Objective to impact cost base Increase efficiency and effectiveness Change Relationship Dynamics Between buyers/sellers With business partners Between employee/ enterprise

13. Enabling eBusiness Organize and Tie Content Together ePromotions eProcurement eDetailing eClinical eStrategy eCommunications eLearning Ensure Efficient Deployment of Strategies Leverage Resources and Talent Optimize Existing Business Processes

14. Enabling eBusiness Knowledge Management ePromotions eDetailing eClinical eStrategy eCommunications eProcurement eLearning

15. What is Knowledge Management? The broad process of locating, organizing, transferring, and using the information and expertise within an organization. The overall knowledge management process is supported by four key enablers: leadership, culture, technology and measurement. Source: American Productivity & Quality Center

16. What is Knowledge Management? The creation and subsequent management of an environment which encourages knowledge to be created, shared, learnt, enhanced, organized for benefit of the organization and its customers. Source: Mobilising Knowledge: The Pharmaceutical Industry Approach, TFPL, 1999

17. Data: Facts Information: Facts in context and organized Knowledge: Understanding information with a view to action; human intervention is implied, information is digested and reacted to Wisdom: Knowledge applied appropriately and consistently Culture is a Key Enabler Data Information Knowledge Wisdom Knowledge Management What Does KM Do? Technology is an enabler KM ValuesNormsPractices

18. Knowledge Management Objectives Provide standards and structure to the information management and knowledge initiatives of the US business Support the creation, use (and reuse) and flow of information and knowledge throughout the organization Provide a fundamental service and content infrastructure to enable eBusiness

19. Knowledge Management Infrastructure Technology Architecture KM Support Services (People) Culture Centralized Processes KM Infrastructure Content Management (Context Architecture)

20. Knowledge Management Infrastructure Technology Architecture KM Support Services (People) Culture Centralized Processes KM Infrastructure Content Management (Context Architecture)

21. Content Management: Needs Understand what you have Understand what you need Focus on reuse and integration Focus on added value and appropriate management Define access and navigation Optimize search engine capabilities Provide user support and maintenance Strive for continuous improvement

22. Content Management: Approach Provide framework for implementing knowledge architecture (content/context architecture) Understand where content is created and flow Understand and standardize portfolio of tools Develop strategy and long-term blueprint for growth Provide knowledge maps, logical structure, vocabulary management, meta tags and attributes Establish/enforce standard guidelines and provide templates Integrate emerging technologies Develop and manage libraries of web objects Provide enterprise view as complement to departmental view

23. Knowledge Management Model Technology Architecture KM Support Services (People) Culture KM Infrastructure Content Management (Context Architecture) Centralized Processes

24. Centralized Processes: Needs Understand eBusiness strategy Be familiar with core processes and leverage departmental processes already in existence Link core processes together and eliminate redundancy Capture and leverage information, knowledge, and expertise -- LEARN

25. Centralized Processes: Approach Design and implement process that manages and reviews requests to add web content Supports strategic growth plan, allows prioritization Adopt portfolio management approach Ensures enterprise-wide content integration Allows identification of gaps in model and content Can proactively shepherd highly valued content to the Web Supports adoption of vendor, content, and developer guidelines Can control for redundancy and ensure reuse of content and functionality Coordinates with Purchasing, IS and Regulatory processes

26. Knowledge Management Model Technology Architecture Culture KM Infrastructure Content Management (Context Architecture) Centralized Processes KM Support Services (People)

27. Support Service: Needs Human interface/intervention is essential Understand the audience, align support appropriately Provide team and community-level support Customize, personalize, individualize Understand relationship of roles to workflow Keep focus on business objective Develop and communicate service level agreements

28. Support Services: Approach Provide consulting services to the organization to support information gathering, content creation and knowledge sharing Supports strategic growth plan People are the real competitive advantage Target knowledge workers Directly impacts work/productivity Ensures leveraging of best practices and adherence to strategy and standards

29. Skills for KM Professionals LowValue-addHigh Collaborative Business Integration/ Impact Solo Knowledge Navigation Team Membership Communications Skills Advisory/Consulting Skills Performance Support Marketing/PR Influencing Skills Web Skills/Knowledge Business Intelligence Content Evaluation Analytical/Research Skills Industry/Subject Expertise Information Mapping Skills Project Management Expr Screening/Filtering Distributing/Routing Cataloging/Indexing Searching Leverage Technology Reference Services Purchased Information Document Delivery Leverage Library Operations

30. Skills for KM Professionals LowValue-addHigh Collaborative Business Integration/ Impact Solo Knowledge Navigation Team Membership Communications Skills Advisory/Consulting Skills Performance Support Marketing/PR Influencing Skills Web Skills/Knowledge Business Intelligence Content Evaluation Analytical/Research Skills Industry/Subject Expertise Information Mapping Skills Project Management Expr Screening/Filtering Distributing/Routing Cataloging/Indexing Searching Leverage Technology Reference Services Purchased Information Document Delivery Leverage Library Operations People Skills Information Provider – Information Enabler – Information Consultant Partnering

31. KM Roles Knowledge Integration Partners with therapeutic areas, product teams, and skill centers to facilitate access, use, organization and sharing of knowledge via the leveraging of knowledge management practices, processes, and technologies to enable business areas to effectively manage content and information flow. Knowledge Operations Provides support, facilitation and direction in the areas of vocabulary and content management, knowledge management socialization and end-user advocacy Knowledge Solutions Ensure the implementation of enterprise knowledge architecture strategy and provide consulting and project management services to the organization related to leveraging the Web and contributing to the evolving content architecture

32. Enabling eBusiness Knowledge Management ePromotions eProcurement eDetailing eClinical eStrategy eCommunications eLearning

33. Enabling eBusiness ePromotions eStrategy eCommunications Edna Hecht Enterprise Knowledge Manager, KMPO eLearning eDetailing Cathy Cockerill Director, Electronic Promotions