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Merck

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Merck

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Merck

  1. 1. 1 Maximizing Your Investment: Getting Big Results from a Small Analytics Team Updated: July 8 2015
  2. 2. 2 Forward-Looking Statement This presentation includes “forward-looking statements” within the meaning of the safe harbor provisions of the United States Private Securities Litigation Reform Act of 1995. These statements are based upon the current beliefs and expectations of Merck’s management and are subject to significant risks and uncertainties. There can be no guarantees with respect to pipeline products that the products will receive the necessary regulatory approvals or that they will prove to be commercially successful. If underlying assumptions prove inaccurate or risks or uncertainties materialize, actual results may differ materially from those set forth in the forward-looking statements. Risks and uncertainties include but are not limited to, general industry conditions and competition; general economic factors, including interest rate and currency exchange rate fluctuations; the impact of pharmaceutical industry regulation and health care legislation in the United States and internationally; global trends toward health care cost containment; technological advances, new products and patents attained by competitors; challenges inherent in new product development, including obtaining regulatory approval; Merck’s ability to accurately predict future market conditions; manufacturing difficulties or delays; financial instability of international economies and sovereign risk; dependence on the effectiveness of Merck’s patents and other protections for innovative products; and the exposure to litigation, including patent litigation, and/or regulatory actions. Merck undertakes no obligation to publicly update any forward-looking statement, whether as a result of new information, future events or otherwise. Additional factors that could cause results to differ materially from those described in the forward-looking statements can be found in Merck’s 2013 Annual Report on Form 10-K and the company’s other filings with the Securities and Exchange Commission (SEC) available at the SEC’s Internet site (www.sec.gov).
  3. 3. Major Therapeutic Areas • Cardiovascular • Diabetes & Obesity • Infectious Disease • Neurosciences • Oncology • Respiratory & Immunology • Vaccine-preventable diseases • Women’s Health & Endocrine PRESCRIPTION PHARMACEUTICALS & VACCINES • Livestock • Poultry • Companion Animal • Aquaculture ANIMAL HEALTH A Quick Look at Merck *MSD outside USA $44.2B in sales* 70,000 employees* * Merck Fact-sheet as of Dec 31st 2014 3
  4. 4. Business People good with Technology We transforms business questions into actionable insights & foresights, enhancing value with smarter decisions Award Winning (External) 2013 SSON Industry Award Excellence in Value Creation Speed & Volume Average 35 Analytical Projects past 3 years   Comprehensive Coverage Support all divisions, functions, Asia Pacific countries ANALYTICS play an important role in Merck 4 Team of 5
  5. 5. 2012Start-up Phase Build credibility fast 2013 Growth Phase Create Exponential Business Value; Large volume of project delivered 5
  6. 6. Maximizing ROI: Start Up Phase 6 2 Big-4 consultants Partner Consultants Executive Director “sell” Analytics to marketing & finance top leadership Senior Evangelist Analyze public data showcase capabilities Select high impact, ease to implement projects Use speed to awe Quick Wins 2 Analytics professionals Start Small SAS, Spotfire, SQL, R, Excel Use Available Tools Created succinct dashboards answering key business questions Deploy via IPads Emphasize Visualizations Business Goal: Build Credibility Fast
  7. 7. 2012Start-up Phase Build credibility fast 2013 Growth Phase Add Exponential Business Value; Large volume of project delivered 7
  8. 8. 8 Maximizing ROI: Growth Phase (1) Focus Functions 80% “Marketing” Analytics 30% Focused Impact Accelerate Pipeline Higher Order Analytics Analytics Deliverables Analytics Leader’s Time • Projects came from Finance, Marketing and Strategy departments • Projects replicable across region • Track realization of value • Break protracted projects into phases • Deploy project governance structure Predictive Models • Embed predictive models into dashboards (regression, optimization, simulation) • Focus on quantifying business value vs. sophistication of algorithms 25%Analytical Projects Business Goal: Take Great Steps
  9. 9. 9 Maximizing ROI: Growth Phase (2) Fresh Graduates • Roll-off consultants • Tag-on enterprise graduate program to hire 3 fresh graduates (strong quantitative skills, curious, driven) 50% Augment Resources • Hire 1 intern, 1 contractor • Create Analytics Professional Rotation Program • Build-Transfer to Local markets 33% Training & Fun • Low Budget training – free seminars • Tap-on Virtual Analytics Network • Analytics meet-ups on weekends • Multiple of company events, team outings, celebrate success 20% Full Time Headcount Total Resources Analysts’ Time Expand Team Flexible Resources Upgrade Skills & Keep Happy Business Goal: Recruit, Train, Motivate
  10. 10. 2014Maturity Phase Expansion with cost containment 2015 Re-invention Phase Discover New Frontiers 10
  11. 11. 11 Maximizing ROI: Maturity Phase Outsource Sustainment Work •Non financial projects •Create SOP, transfer knowledge •Develop sustainment governance (Check- list, teach-backs, escalation matrix) Project Prioritization •Say “no” to reporting requests •Project prioritized by AP President •Stop Work guidance Resist Sub-team Cultures • Junior Analyst -> project leaders •Emphasize Courage & Candor Aspire towards Analytics Mastery •Kaggle/Dextra Competition •Contribute to technical forums Business Goal: Expansion with Cost Containment
  12. 12. 2014Maturity Phase Expansion with cost containment 2015 Re-invention Phase Discover New Frontiers 12
  13. 13. 13 Maximizing ROI: Re-Invent Phase Budget Injection Geo Expansion Data Quality Improve Efficiency • Single access integrated platform • Influence data quality at source • Hire data warehouse/cloud architects Upstream Influence • China, India • Build Global Talents Expand Analytics Footprint • Double head-counts in 2015 • Work with EDB/IDA to fund recruitment • Ride-on HQ Analytics push Brand to legitimize Expansion • Explore Data Robot – searches most efficient algorithms, best-in-class data science; shave model development from months to days. • Build Hadoop clusters Technological Innovation Business Goal: Discover New Frontiers
  14. 14. 14 Merck, Sharp & Dohme APJ Analytics Winner of SSON industry award Excellence in Value Creation Review key messages Maximize Analytics ROI Mature Phase Re-invent Phase Growth Phase Start-Up Phase Resist Sub-team Cultures Outsource Sustainment Analytics Mastery Budget Injection Geo Expansion Data Upstream Influence Support key Functions “Market” your Analytics Embed Predictive Analytics Creative talent strategies Start Small; Quick Wins Senior Evangelist Emphasize Visualization; Mind Map Project Prioritization Improve Model Efficiency Partner Consultants
  15. 15. 15 Ending Video https://www.youtube.com/watch?v=SGD1NlCTtEc
  16. 16. 16 Roy.goh@merck.com Director Service Delivery/Management IT Global Innovation Network @ Singapore Office: 6508 6091 Mobile: 9619 3933 https://sg.linkedin.com/pub/eejin-roy- goh/34/79a/86a Thank You

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