Global Process Ownership

2,337 views
2,050 views

Published on

AstraZeneca reveals their process improvement Road Map, optimizing their processes, adding value for reinvestment and leading pharmaceuticals by simplifying, harmonizing and innovating

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,337
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
48
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Global Process Ownership

  1. 1. Global Process OwnershipAstraZenecaJames KuldaShared Services & Outsourcing WeekMarch 9th, 2012
  2. 2. Everyone cares about healthYoung or old. Rich or poor.Around the world. It’s one thingthat we all have in commonAstraZeneca is here to makea difference to people’s health2
  3. 3. 70 years of innovative medicinesTouching the lives of many peopleDoctors and patientsPeople who pay for healthcareOur shareholdersOur employeesThe wider community3
  4. 4. Our focus is on six areas of medicine Cancer Cardiovascular disease Infection Gastrointestinal disease Neurological disorders Respiratory & inflammatory conditions4
  5. 5. We employ over 61,000 people 47% in Europe, 30% in the Americas, 23% in Asia, Africa and Australasia We invest over $4 billion in R&D each year and have over 15,500 people in our R&D organisation201 $33.6B1 In 2011, our worldwide sales totalled $33.6 billion Top 8% Alongside our commitment to competitiveness and performance, we continue to be led by our core values to achieve sustainable success. We are positioned in the top 8% in the sector in the Dow Jones World and STOXX (European) Sustainability Indexes.
  6. 6. Process Improvement Road Map
  7. 7. Global Finance Services Pre-Consolidation
  8. 8. GFS Locations – Post Consolidation
  9. 9. Process Vision Optimize our processes: adding value for reinvestment and leading Pharma by simplifying, harmonizing and innovating Delivered through: • Standardization and • Shared Service Centers globalization of processes • Common Service Levels • Application functionality • Common reporting targeting “Lights-off” • Common controls automationResulting in:• Flexible processes • Optimized cash-flow / working capital• Competitive processing costs • Adherence to compliance standards• Top quartile service levels • Performance transparency • Measurable continuous improvement
  10. 10. Process Vision Optimize our processes: adding value for reinvestment and leading Pharma by simplifying, harmonizing and innovating Delivered through: • Standardization and • Shared Service Centers globalization of processes • Common Service Levels • Application functionality • Common reporting targeting “Lights-off” • Common controls automation Further reduce theResulting in:• Flexible processes cost to serve / working capital • Optimised cash-flow• Competitive processing costs • Adherence to compliance standards• Top quartile service levels • Performance transparency • Measurable continuous improvement
  11. 11. Process Vision Optimize our processes: adding value for reinvestment and leading Pharma by simplifying, harmonizing and innovating Delivered through: • Standardization and • Shared Service Centers globalization of processes • Common Service Levels • Application functionality • Common reporting targeting “Lights-Off” • Common controls automation Top Quartile ServiceResulting in:• Flexible processes • Optimised cash-flow / working capital• Competitive processing costs • Adherence to compliance standards• Top quartile service levels • Performance transparency • Measurable continuous improvement
  12. 12. Process Vision Optimize our processes: adding value for reinvestment and leading Pharma by simplifying, harmonizing and innovating Delivered through: • Standardization and • Shared Service Centers Improve globalization of processes • Application functionality • • Common Service Levels Common reporting targeting “Lights-Off” • Common controls automation Cash-to-Resulting in: Cash• Flexible processes • Optimised cash-flow / working capital• Competitive processing costs • Adherence to compliance standards• Top quartile service levels • Performance transparency • Measurable continuous improvement
  13. 13. Process Vision Optimize our processes: adding value for reinvestment and leading Pharma by simplifying, harmonizing and innovating Delivered through: • Standardization and • Shared Service Centers globalization of processes • Common Service Levels • Application functionality • Common reporting targeting “Lights-Off” • Common controls automation ComplianceResulting in:• Flexible processes • Optimised cash-flow / working capital• Competitive processing costs • Adherence to compliance standards• Top quartile service levels • Performance transparency • Measurable continuous improvement
  14. 14. GFS Roadmap – What is it?The GFS Roadmap is a 3 year strategic program of initiatives toaddress current process challenges and deliver “Best in Pharma”processes Continue to driveFocus is to deliver value in 4 key areas: down cost to serve Release working capital from the cash conversion Significantly cycle improve Close customer service Delivery Mobilize Analyze & Document Benefit realization Step-up to the AZ compliance Initiatives Stakeholder challenge Management Socialize & Business Objective Setting Case Capture & Prioritize 15 Initiatives
  15. 15. Target Role of the GPOOptimize AZ Transactional Finance Processes end-to-end: - Process Vision → Benchmarking → Roadmaps - Design Authority for change - Accountable for process architecture - Drives continuous improvement
  16. 16. Process Ownership by Organic Growth• Change is rarely a linear process • Multiple change programs with overlapping and conflicting priorities• Mandates are difficult to obtain and enforce in global matrix organizations• Our strategy is to “Show, not tell - Build it and they will come”• Optimize processes in parallel with ongoing change projects • Recruit a team of expert GPOs globally • Give them design authority within existing scope • Offer GPO expertise to major change programs outside existing GFS • Demand will grow and mandate will expand as GPO value is recognized across the business
  17. 17. GPO’s should effect change without a mandate • Deep process and application knowledge and experience • Strong relationship and Strategic Influencing skills • Skilled large scale change management across functions and geographies • Restless in pursuit of improvement • No ivory tower – “Architects with muddy boots” • Resilient
  18. 18. Process Practice Community GPO Leader NAM LATAM External Networks Process APAC Community CEEMEA GFS Other UK/SE Stakeholders Other SME’s Virtual Communities Continuous Improvement For: Through: 1. Sharing best practices 1. Benchmarking 2. Standardizing processes 2. Coaching within / across regions 3. Leveraging local / global / external practices
  19. 19. Why End-to-End Matters: Paid-on-TimeA B C D E F 1-2 days 1 day 0-3 days 0-5 days Minimum 1 day Supplier 3rd party P2P Accounts Business users complete any System prints scan & Payable necessary goods receipts, converts invoice (note OCR “complete” service confirmations or approved 1) and posts invoice any postings financial approvals via workflow invoice into to AZ (note 2) not made payment run nominated automatically proposal PO box GFS-UK Green = D-F Yellow = C-D GFS-SE Shows percentage of all invoices that are not touched by P2P team (STP – straight thru processing) For these invoices C-D = 0 Blue = A-C

×