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Wyeth and IT
- 1. Wyeth & IT Globalization Mike Paszkiewicz
- 2. Wyeth’s Portfolio Human/Animal Pharmaceuticals Consumer Health Household / Agriculture
- 3. Utilize IT to enable Wyeth to become a “true globally integrated firm” ● Global IT processes ● Global applications ● Integrating supply chain ● Outsourcing mainframes ● Regional IT systems ● Henry Garcia - Head of International Client Support ● Country Managers ● Local Management ● Empower regional divisions to make local decisions ● Remove burden of global application building ● Sharing metrics ● Regional Support Centers ● Regional steering committees ● Country IT Managers ● Global support
- 4. Steps toward Global IT 1. Management workshops 2. Hiring leaders to execute global IT change a.VP of Bank of America b.Jose Garcia c.National IT representatives 3. Develop Regional Support Center (RSC) plan 4. Visit regions, communicate, and implement
- 5. Wyeth’s IT Structure Line Management: how technology is grouped Business Process Aligned Technically Aligned Business Unit Aligned Delivery Roles: how technology is delivered IT Capability Competitive Services Business Value Governance: how decisions are made Central Distributed Enabling
- 6. Conclusion ■
Editor's Notes
- Wyeth traditionally a diversified holding company, held organizations worldwide in early 90’s: Very little top down flow of management or communication between companies “Meet your numbers and we’ll leave you alone” Decided to focus strictly on healthcare and centralize operations, sold off agriculture Want to build a global brand... too much local thinking, lack of integration IT seen as support, no infrastructure for inventory management, financials, etc Different organizations at different tech capacities Infrastructure prices vary per country / language barriers Pharma regulations vary Silos within divisions and countries
- Processes: timeline, milestones, project organization, resources, skills, role of US IT operations Rewards: a. Centers of excellence, caring and feeding for local problems People: Addresses communicating change and executing action Visit 40 countries and stakeholders (supply chain, plant, finance, RD) Communicate benefits of transparentcy, inventory, cost savings Tailor to locale, quell fear of layoffs and budget cuts
- Workshops showed managers hands on, how 80% of data was available but not utilized “We could be doing better if we had access” Hired the right people to execute on the vision Put power in the hands of regional divisions to solve their own problems Communicate that IT architechture changes
- Line Management Not business process, because OTC and other processes vary depending on region and regulations (competency varies greatly) Somewhat technically aligned, as the US global center handles application development Most likely this one...focused on the line of business, products, and geography, supported Getting IT leaders inside the business units to understand key 2. Delivery Roles not IT capability, they don’t have a well oiled machine in place and don’t have repeatable results not business value, no central organization charging for use, much more decentralized Competitive services most likely: they offer global support but let regions decide what technologies to use
- The purpose focuses on information, not technology, and on the whole value chain. Drive Collaboration Flexibility based on requirements, regulations, etc Conduct and information sharing, sensible protocols 2. Best for agile changing of requirements Wyeth needs this kind of flexibility to operate globally in an industry with just varying regulations