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    V cagg samples 2-slideshare generic V cagg samples 2-slideshare generic Presentation Transcript

    • BT Strategy Continued Focus on 5 Tenets x 3 Principles Full Solutions Provider Drive Lead withCreate Value for The Best Place to Do What You Say Performance Integrity, Intention the Business Work You Will Do and Cost and Energy Improvements• Business driven – IT • Every interaction is • Create an IT talent • Be transparent • Achieve goals of aligned strategies an opportunity to magnet the transaction shape a perception; • Make IT simple for• Results stated in be intentional in the • Own your growth business partners • Balance quality, cost, business outcomes perception you’re utilization • Develop yourself and shaping others: strong culture • Deliver on “the • Act as an Owner –• “Seat at the table” – of internal promise” – on time source, buy, manage provide thought • Be a key partner in development and budget leadership driving fundamental business change Investments ighly Selective • Obsessive focus on *Hkey business imperatives BUSINESS TECHNOLOGY 1
    • Business Technology 2010 Report Card Operational Performance Status Strategy and Alignment Status Achieving and exceeding Driving global standardization financial targets with ERP PGM enabling global supply Driving $XXXM+ portfolio network reduction with governance Medical focusing on process Delivering on integration simplification & compliance commitments R&D pursuing clinical trial Driving simplification & excellence & virtualized R&D standardization WBB aligning investments with customer & market dynamics Pursuing service excellence PDB engaging customers through new channels BT selectively investing in business innovationBUSINESS TECHNOLOGY 2
    • Company Imperatives • Innovation in Medicines for Customers • Deep Customer Insights • Growing Profit Faster Than Sales • Simplifying, Streamlining, Productivity Through Standard Business Processes • Highest Quality Products Delivered by a Supply Network • Best Talent – Best Place to WorkBUSINESS TECHNOLOGY 3
    • Performance by Region Total $XXX B Developed Europe $XX B France: $XX B Italy: $XX B Germany: $XX B United Kingdom: $XX B Spain: $XX B Medium Size Markets: $XX B North America Asia Pacific $XX B $XX B U.S. Vaccines: $ XX B Domestic Pharm $ XX B U.S. $ XX B Puerto Rico $XXX B Japan: $XX B Canada $ XX B Australia New Zealand: $XX B Korea: $XX B
    • 2011 Strategic Goals Near-Term Growth Future Growth Text here Text here Text here Text here Text here Text herer Enhance talent management and improve manager effectiveness Engaged & programs Talented Colleagues Increase colleague engagement Deliver on commitment to Operational Operational Excellence Corporate Project Enhance operations that improve key stakeholder Excellence engagement processes and portfolio decision making Execute on innovative market development and launch Core Capabilities readiness strategies Ensure performance with Integrity / Compliance principles
    • Financial Results Dashboard First Quarter 2011
    • The Evolving Industry LandscapeFounded Then 1976 1978 1979 1980 1980 1981 1981
    • The Evolving Industry LandscapeFounded Then Now 1976 1978 1979 1980 1980 1981 1981
    • PGS Transformational Strategies Optimize Increase Enhance Optimize Commercial Supply Core Process Network Performance Value Network Excellence• Quality Products and • Operational Excellence • Innovation across • Co-develop new Processes (RFT, Lean, NPP, product lifecycle products• Internal & external BSC, Innovation) • Revenue creation & • Global Supply / sourcing strategies • Energy/CO2 reduction enhancement Delivery Chain• Capacity, capital, • Complexity mgmt transformation • ERP best cost & asset • Supply chain • Clear structure, utilization security roles, processes • Engagement • Recognition • People Manager Excellence • Talent Planning & Development Colleagues • Diversity & Inclusion • Quality & Compliance • Environmental, Health & Safety • Fast, Flexible, Innovative Culture • Business ownership
    • 2011 Goals Aligned with Mission Elements and BU imperativesImprove customer Strengthen key Drive growth throughlinkage business processes new business opportunitiesImprove market Achieve innovationresponsiveness milestonesDeliver the 2011 Institutionalize core OE Advance enablingoperating plan capabilities technologiesExecute global networkinitiativesBuild a winning Strengthen linkages with Improve processorganization the BU capabilitiesSet the standard for Drive green / Strive for injury freeQuality sustainability programs workplace
    • 2011 Tactics: CustomersImprove customer Strengthen key Drive growth throughlinkage  Asdfjllierijk processes business new business opportunitiesImprove market  fasflcljerwerjerj Achieve innovationresponsiveness milestones  vserjoi3npiwjrdffsdf  sdflisfiurdfjsdfjisfjufwjrdfuhfhcn wekmri9yflkfDeliver the 2011 Institutionalize core OE Advance enablingoperating plan  sdflsdfjlercnornlf capabilities technologies Execute global network sdjldfjohsfinitiatives  cnlcuornnjd  c sdfhjelfopdmf xcjvkyup9huBuild a winning  siefjsfuwlelrjljlisdf with Strengthen linkages Improve processorganization the BU capabilities  cioeruomjtcmvarmyisnf;lgsvlowerjozsfn dscjlfjsfjlsf  sdchofjjffjsoffjoffffSet the standard for Drive green / Strive for injury freeQuality sustainability programs workplace
    • 2011 Tactics: FinancialImprove customer Strengthen key Drive growth throughlinkage  Asdfjllierijk business processes new business opportunitiesImprove market  fasflcljerwerjerj Achieve innovationresponsiveness milestones  vserjoi3npiwjrdffsdf  sdflisfiurdfjsdfjisfjufwjrdfuhfhcn wekmri9yflkfDeliver the 2011 Institutionalize core OE Advance enablingoperating plan  sdflsdfjlercnornlf capabilities technologies Execute global network sdjldfjohsfinitiatives  cnlcuornnjd  c sdfhjelfopdmf xcjvkyup9huBuild a winning  siefjsfuwlelrjljlisdf with Strengthen linkages Improve processorganization the BU capabilities  cioeruomjtcmvarmyisnf;lgsvlowerjozsfn dscjlfjsfjlsf  sdchofjjffjsoffjoffffSet the standard for Drive green / Strive for injury freeQuality sustainability programs workplace
    • 2011 Tactics: PeopleImprove customer Strengthen key Drive growth throughlinkage  fasflcljerwerjerj business processes new business opportunitiesImprove market  vserjoi3npiwjrdffsdf Achieve innovationresponsiveness milestones  sdflisfiurdfjsdfjisfjufwjrdfuhfhcn wekmri9yflkf  sdflsdfjlercnornlfDeliver the 2011 Institutionalize core OE Advance enablingoperating plan  sdjldfjohsf capabilities technologies Execute global network cnlcuornnjdinitiatives  c sdfhjelfopdmf xcjvkyup9hu  siefjsfuwlelrjljlisdfBuild a winning Strengthen linkages with Improve process  cioeruomjtcmvarmyisnf;lgsvlowerjozsfnorganization the BU capabilities dscjlfjsfjlsf  sdchofjjffjsoffjoffffSet the standard for Drive green / Strive for injury freeQuality sustainability programs workplace
    • 2011 Tactics: Internal ProcessesImprove customer Strengthen key Drive growth throughlinkage  Asdfjllierijk business processes new business opportunitiesImprove market  fasflcljerwerjerj Achieve innovationresponsiveness milestones  vserjoi3npiwjrdffsdf  sdflisfiurdfjsdfjisfjufwjrdfuhfhcn wekmri9yflkfDeliver the 2011 Institutionalize core OE Advance enablingoperating plan  sdflsdfjlercnornlf capabilities technologies Execute global network sdjldfjohsfinitiatives  cnlcuornnjd  c sdfhjelfopdmf xcjvkyup9huBuild a winning  siefjsfuwlelrjljlisdf with Strengthen linkages Improve processorganization the BU capabilities  cioeruomjtcmvarmyisnf;lgsvlowerjozsfn dscjlfjsfjlsf  sdchofjjffjsoffjoffffSet the standard for Drive green / Strive for injury freeQuality sustainability programs workplace
    • Key Stakeholders Patients Consumers Governments Doctors Retailers and Pharmacists
    • Confidential. For Internal Use Only.
    • Note – these are variationof graphics for the previous slides Financial Procurement Manufacturing Supply Chain YYYY management management Resource Management Management Systems Systems Planning Systems Systems Systems20
    • Our Technology PlatformsSmall Molecules Proteins Vaccines
    • Strategies for Identifying the “Right”KOL Engagement Model
    • 1. Case for Support Text here Text here Text here Text here Text here Text here
    • 1 Strategic Planning 4 2 KOL Metrics-Tracking and Lifecycle KOL Reporting Management Identification 3 KOL Engagement
    • 1Step 1: Strategic PlanningStrategic Planning 4 Metrics -Tracking and KOL Lifecycle 2 KOL Reporting Efficiency Management Identification 3 KOL Engagement
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    • CATEGORY: LOREM IPSUM100 300 500 33
    • CATEGORY: LOREM IPSUMHOW MANY TIMES A DAY IS IT RECOMMENDEDTHAT WEANING INFANTS AGED 9 TO 11 MONTH BE OFFERED COMPLEMENTARY FOOD?
    • NEXT CATEGORY: LOREM IPSUM 300 POINT QUESTION ? 35
    • Payor HCP Improved QOL and Reduction of LT Disease Burden For Patients and SocietyPatient FDA Pharma
    • A Changing Environment
    • A Changing Environment
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    • #9In the year 2000, what wasthe product with the highest growthin sales of 167% in Puerto Rico?A: Product A C: Product BB: Product C D: Product D
    • S A S P F TF U E L E F F I C I E N C Y R T L F Y E O R E L I A B I L I T Y M A C N O C S RP R E S T I G E
    • DiscoveryToxicity Safety Stability Price Efficacy Target Product Profile Regulators
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