Ét er at købe et projekt porteføljeværktøj - noget helt andet er at få folk til at bruge det rigtigt. Og det er essentielt, hvis værktøjet skal give værdi. Hør Takedas erfaringer med at implementere CA PPM og hvad det krævede af governance, afstemte forventninger og optimerede processer.

1. Takeda Case: Clarity PPM Solution
IT-værktøjer skaber først værdi, når de bliver brugt
Lars Koch-Henriksen – 24 November 2016

2. 2
Two words about myself and Takeda Pharmaceuticals
About me About Takeda Pharmaceuticals
Background:
 Lars Koch-Henriksen, 44 years old
 MSC Economics & Int. Management (1998), Odense
 IPMA B, Stanford Advance Project Management
 18 years experience with Project & Portfolio
Management, IT Strategy & Governance, …
 Primarily Pharma and Medical Device Industry
My Working Experience:
(Graduate Program)
(Management Consultant, PPM)
(IT Strategy, Governance and PPM)
(Management Consultant)
(Project Management and PPM)
(Governance, PPM, Project Management,)
Takeda Global – Founded in 1781:
 Japan and Asia’s biggest Pharma company
 Main Therapy: Oncology, GI, CNS, Vaccines, OTC, HC
 2015/2016 Revenue: 110 mia DKK (31.000 employees)
 HQ in: Osaka (historic) / Tokyo (leadership)
 Main Hubs: Chicago, Boston, London, Zurich, Singapore
Takeda Denmark:
 2015/2016 Revenue: 1.8 mia DKK (250 employees)
 DK presence: Nycomed acquired by Takeda in 2011
 Site: Taastrup and Hobro (manufacturing)
 Mix of Local, Regional and Global functions
 Mostly known for Ipren®, Pamol®, Magnyl®, Zymelin®,…
Global IS/IT in Takeda
 600 internal employees and approx. 200+ contactors
 25 IS/IT employees in DK (Mainly Global functions)
 Mostly outsourced Global Infrastructure and ERP support
 Global network org. – IS/IT spread across 8 main hubs

3. 3
Takeda Context for IS/IT Governance & PPM
 Major transformation of Takeda -> IS/IT being in the front row
 4 Legacies merged -> Global matrix of Functional/Regional
 Starting almost from Scratch -> building up our basics
 Establishing a PMO Community -> Joint forces in a global harmonization
Global PMO
Area PMO
Area PMO
Area PMO
IO PMOEA PMO
• Group CIO Support
• Process owner
• System owner
• Regional CIO support
• Global Functional support
• Process/system consumer
• ERP
• Major platforms
• Infrastructure
• Services
PMO
Community
PMO Community
1. Global Harmonization & Alignment
2. Balance - Be Global vs. Act Local
3. Joint Development and Responsibility
4. Manage our PM’s and PoM’s
5. Reports to 2-level leadership (CIO: 1-level)

4. 4
How to make it work – Case: PMO Eco-system and PPM tool
 Know the operating model: Funding Model and Governance Structure defines the focus
 Management Buy-in: Their key pains, Your fast response, Their empowerment
 Get the basic processes in place: IT tools cannot define, only support
 Be realistic and honest on your path forward: You cannot deliver 360° value
 Don’t over-do from the beginning: Position yourself to be flexible and learn the needs
 Be honest and transparent: Share the outcome to those who delivers the input
PMO Eco-system priorities: Approach in connection to PPM Tool:
Get the very basics
Make it work and simplify
Adjust & Advance
Next Level

5. Clarity PPM Setup – and partners
Some Facts
• Full Global implementation completed FY2015
• 250 Full Users and 350 View Users – and growing
• 1200+ IT project initiatives in system
• Currently approx. 230 “Live” projects
• Global SaaS contract with
• as our Clarity Development partner
5
And Thoughts
• Initial step: A Demand and Portfolio driven approach
• Current step: Improvements, utilize Clarity further where make sense
• Next Steps: Project Management support, Capacity, Risk and Benefit Management, Financial Integration
• In parallel: Bi-model – supporting the Digital Reality and the request for differentiated frameworks
• Opportunities: Interest from other parts of Takeda in Clarity PPM and the capabilities it provides

6. Thank You
Take Away
Understand the Company context and culture
 Context defines your approach
 Text book models do not apply
Start simple
 What you can do for the company, not what the tool can do for you
 Learn by experience, before entering the big journey’s
Engage with the right stakeholders
 Let them share the responsibility (awards and push backs)
 Bring in the right partners (Flexibility is all what counts)
Be very honest and transparent
 Why and What on your priorities
 Show the content providers what it is used for