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  1. 1. The One Page Game Plan <ul><li>Why it is a great tool for leaders </li></ul><ul><li>What it contains </li></ul><ul><li>How it is used by other teams </li></ul><ul><li>Dr. Stephen G. Payne </li></ul><ul><li>Leadership Strategies </li></ul><ul><li>Princeton, NJ </li></ul>
  2. 2. Leader’s Purpose: To improve outcomes for my organization, for my followers, for the people who depend on my organization, and for myself.
  3. 3. Defining Leadership Manage my personal behaviors in line with vision Create a vision of successful functioning Align people’s hearts, minds and actions towards the vision
  4. 4. How Important Is The Team? <ul><li>How we work together is a competitive advantage: </li></ul><ul><ul><li>We are quicker </li></ul></ul><ul><ul><li>As events occur we stay synchronized </li></ul></ul><ul><ul><li>No doubts about execution and doing follow-ups </li></ul></ul><ul><ul><li>When we meet we stay focused on creating value </li></ul></ul><ul><li>Get rid of group/individual activities that destroy value </li></ul><ul><ul><li>Return on your time </li></ul></ul><ul><ul><li>Focus on creating value </li></ul></ul><ul><ul><li>Adopt the right personal disciplines and attitudes </li></ul></ul><ul><ul><li>Relieve underlying emotional tensions (Mooses) </li></ul></ul>
  5. 5. Take a Guess? <ul><li>When we leave a team meeting, how clear is the aggregate picture of what we will be doing in the next 4 days, 4 weeks and 4 months? </li></ul><ul><li>How long does it take before the picture of clarity becomes obsolete and too diffused to generate actions? </li></ul><ul><li>How often therefore does this team need to meet to update the picture of clarity? </li></ul><ul><li>What causes you to quickly get to see the new picture as it emerges? </li></ul>
  6. 6. Why Have a Strategic Plan? <ul><li>Do we have to produce a business plan? </li></ul><ul><li>Or do we have to create a well-crafted process that enables us to invest time and resource to get the best possible return. </li></ul><ul><li>Is it an event or an ongoing process? </li></ul><ul><li>Answer: Probably all of the above but the desired output </li></ul><ul><ul><li>Certainty that all our resources are properly aligned to achieving our competitive goals </li></ul></ul><ul><ul><li>Capability to track our performance and responding accordingly (adaptively) </li></ul></ul><ul><ul><li>That core support processes, especially those relating to the motivation and development of people, are fully aligned. </li></ul></ul>
  7. 7. Scope Of The Activity? <ul><li>What is effective strategic horizon in month/years? What does it have to be? </li></ul><ul><li>Do we include all products, businesses or geographies and which ones require detailed emphasis? </li></ul><ul><li>How good is our competitive data and analysis? Is any more required? Outside experts needed? </li></ul><ul><li>Are there external partners during our planning and tracking with which to align. </li></ul><ul><li>Do we have clear view of future products in the pipeline from R&D and L&A? </li></ul>
  8. 8. Scope Of The Activity <ul><li>How well do we have to align internally? What is the effective planning horizon by Business and Functional Area? Will we work in teams to build plans? </li></ul><ul><li>Will each Business and Functional Area be required to produce a detailed aligned strategic plan? </li></ul><ul><li>People are more important than products - will we need to set some strategic parameters on quality, turnover, compensation? </li></ul><ul><li>Existing data: are the existing goals already broken down by Business and Function on the required timeframe? </li></ul>
  9. 9. The Keys to Success <ul><li>Setting goals that really stretch but do not go beyond the Belief Barrier. </li></ul><ul><li>Understanding the market drivers better than competitors and then creating new opportunities. </li></ul><ul><li>Focusing investment towards areas of highest potential. Courage to say no to old patterns. </li></ul><ul><li>Working at attracting and retaining the best talent. </li></ul><ul><li>Maximizing benefit if IT investments. </li></ul><ul><li>Keeping the leadership team focused and synchronized. </li></ul>
  10. 10. Adopting The Right Process <ul><li>Work as a Group. “Fast and Focused but without Fury”. </li></ul><ul><li>Confidentiality? Frequency? Deadlines? </li></ul><ul><li>Individual/Functional contributions between meetings. </li></ul><ul><li>Use available sources of external data. </li></ul><ul><li>Recognize weaknesses and limitations. </li></ul><ul><li>Write things down, including agreements at meetings. Follow through on items - do something about slippage. </li></ul><ul><li>Circulate documents 2-days before meetings. </li></ul><ul><li>Attract talented people to the process. </li></ul>
  12. 12. The One Page Game Plan <ul><li>There are two slides for each game plan. The Tactics and the Metrics (pages 1 and 2). </li></ul><ul><li>Some tips when working on Strategies/Points Of Focus/Tactics: </li></ul><ul><ul><li>Create phrases that have strong action verbs in them(build, create, install) and so on, not soft verbs (coordinate, share, arrange) </li></ul></ul><ul><ul><li>Be sure that there is one single person accountable for each Strategy, not always yourself. </li></ul></ul><ul><ul><li>Try to list the tactics with milestones (e.g. Complete Training by 6/00) </li></ul></ul><ul><ul><li>Make sure that you find Metrics that can be measured at least every quarter and preferably monthly. </li></ul></ul>
  13. 13. GOALS & OBJECTIVES STRATEGIES TACTICS KEY POINTS OF FOCUS MAJOR HOW’S Strategy 2: MAJOR WHAT’S Strategy 3: Strategy 4: Strategy 5: Strategy 6: Strategy 1: Hanson Proto Inc Grow the JOI Business to $500MM in 2000 with Systems Income of $140MM (35% Growth in Sales / 40% in Systems) Achieve $65 MM in 2000 in Eprex sales for Oncology & Surgery Build the CNS Franchise to $100 Million in 2000 with 50% growth achievable in 2001 Create an environment where people have a passion to be first, to beat competition, and to achieve these goals Strategy 7: The 2001 One-Page Game Plan Team/Function: Page 1 <ul><li>First Tactic Strategy 2 </li></ul><ul><li>First Tactic Strategy 4 </li></ul><ul><li>First Tactic Strategy 5 </li></ul><ul><li>First Tactic Strategy 1 </li></ul><ul><li>First Tactic Strategy 6 </li></ul><ul><li>First Tactic Strategy 3 </li></ul><ul><li>First Tactic Strategy 7 </li></ul>
  14. 14. GOALS & OBJECTIVES STRATEGIES TACTICS KEY GOALS OF FOCUS MAJOR HOW’S Infectious Disease Grow LEVAQUIN* by 105% to $22MM in 2000 Pain Management Maximize sales and marketing efficiencies to grow DURAGESIC* by +97% to $35MM EPREX* CRF Grow CRF sales to $120MM (+25%) Women’s Health Achieve Leadership Position in OC Market and expand therapeutic offering <ul><li>Competitive promotion (activity and message). (JS/MP) </li></ul><ul><li>Prioritize sales training program. (JS/MP) </li></ul><ul><li>Expand KOL support. (HH) </li></ul><ul><li>Network US clinical expertise. (HH) </li></ul><ul><li>Maximize market segment penetration (Hospitals, current formulary listings). (MC/PA) </li></ul><ul><li>Innovate access solutions Ontario & B.C. (HH/PA) </li></ul><ul><li>Successfully launch UTI (HH) </li></ul><ul><li>Blunt new product entries </li></ul><ul><li>ID GCT participation for NCE’s (RWJ270201). (JE) </li></ul><ul><li>Measures: </li></ul><ul><li>Mkt. Research, IMS share </li></ul><ul><li>Speaker Advocacy </li></ul><ul><li>Rep Testing </li></ul><ul><li>BC/Ontario Access </li></ul><ul><li>Introduce Optimal Care program. (MT) </li></ul><ul><li>Development of dialysis centre databases for banchmarking, tracking and improving patient outcomes. (SB) </li></ul><ul><li>Desseminate CSN guideline. (PMs) </li></ul><ul><li>Increase Hb levels and earlier intervention. (SB/MT) </li></ul><ul><li>Once weekly dosing trial(TO) </li></ul><ul><li>Drive early referral to Nephrologists. (MT) </li></ul><ul><li>Develop self-assessment tools for high risk patients. (AM) </li></ul><ul><li>Build Pre-dialysis clinics. (MT) </li></ul><ul><li>Measures: </li></ul><ul><li>30 co-ords. in place by YE. </li></ul><ul><li>Hb average 114M ‘00. </li></ul><ul><li>Increase treated PRI patients to 30%. </li></ul><ul><li>Penetration to 95% Hemo, 80% PD. </li></ul><ul><li>Leverage leadership initiatives; Contraception Study, Me First, SOGC, US DTC spill. (CP) </li></ul><ul><li>Leverage new product development (Ad Boards). (JE) </li></ul><ul><li>Develop recommendation for Prefesta, secure launch resources. (JE) </li></ul><ul><li>Execute Pre-Launch and develop Launch Plan. (JE) </li></ul><ul><li>WH GCT participation. (JE) </li></ul><ul><li>Initiate Research and Ad Panels for EVRA. (CP) </li></ul><ul><li>Measures: </li></ul><ul><li>Market Share NRx/TRx </li></ul><ul><li>Market growth </li></ul><ul><li>Enhanced training focus for sales team - selling skills. (MF/ML) </li></ul><ul><li>Enhance data management to focus reps on key opportunities. (JS/DMs) </li></ul><ul><li>Advisory Board focus (2 Tramadol-DURAGESIC*, 1 CNCP, 1 Ontario MOH) (GS) </li></ul><ul><li>DURAGESIC* Experience Program - Narcotic sampling program to high rxers. (MC) </li></ul><ul><li>1-877 Rx DURAGESIC* line to support patient access to medication. (ML) </li></ul><ul><li>DURAGESIC* Internet site launch. (JS) </li></ul><ul><li>Measures: </li></ul><ul><li>Share & Mkt.Growth </li></ul><ul><li>Increase focus on D1 - D5 </li></ul><ul><li>25 Key relationships </li></ul><ul><li>250 Calls per mth. (4Q 00) </li></ul>Hanson Proto Inc The 2000 One-Page Game Plan Team/Function: Pharmaceutical Sales & Marketing Page 1 Grow the JOI Business to $500MM in 2000 with Systems Income of $140MM (35% Growth in Sales / 40% in Systems) Achieve $65 MM in 2000 in EPREX* sales for Oncology & Surgery Build the CNS Franchise to $100 Million in 2000 with 50% growth achievable in 2001 Create an environment where people have a passion to be first, to beat competition, and to achieve these goals MAJOR WHAT’S
  15. 15. OUR 2002 FOCUS TACTICS 2003 – Growth, Execution, Execution, & Disciplined Execution Rapidly Improve the Way We Manage Execution Boldly Grow in Consumer and Derm Businesses Keep our Talented People Aligned and Appreciated Achieve our ‘02 Commitments in Consumer and Derm Businesses <ul><li>Forecast process (DL) </li></ul><ul><li>Cosmetics Management (JC) </li></ul><ul><li>S&OP Upgrade (DL) </li></ul><ul><li>D&D Upgrade (DL) </li></ul><ul><li>Board Meeting Effectiveness (MM) </li></ul><ul><li>Consumer Business Growth Model (AA) </li></ul><ul><li>Derm Business Expansion (AA) </li></ul><ul><li>New Business Development (AA & JC) </li></ul><ul><li>NPSC Process (JC) </li></ul><ul><li>New Idea Flow </li></ul><ul><li>Communication (Board & TLs) </li></ul><ul><li>Performance Management Process (DJ) </li></ul><ul><li>Process to Transfer Knowledge X org and new hires </li></ul><ul><li>02 Forecast Validation Process (JC) </li></ul><ul><li>02 Back Up Plan (JC & MR) </li></ul><ul><li>02 Monthly Business Reviews (MM) </li></ul>
  16. 16. Our 2003 & 2004 Focus TACTICS 2003/2004 Pipeline, Growth and Disciplined Execution Rapidly Improve the way we manage execution Boldly Grow our Business. Keep our talented people aligned and appreciated. Achieve our 2003 and 2004 Goals for Proto Drinkapinta <ul><li>Develop a highly functional ON Leadership Team ( AA ) </li></ul><ul><li>Develop a robust ON QA System - beyond supply chain ( MG) </li></ul><ul><li>Establish Seamless partnerships (PSGA, R&D, BD) </li></ul><ul><li>Improve key processes: </li></ul><ul><ul><li>BD (TC ) </li></ul></ul><ul><ul><li>Forecast (DF) </li></ul></ul><ul><li>CRM Flawless Implementation (EE) </li></ul><ul><li>100% FDA/Pharma Compliance (EE) </li></ul><ul><li>Develop and implement Life Cycle Plans ( AH/EC ) </li></ul><ul><li>Launch Zars Peel (YC/EC) </li></ul><ul><li>Accelerate the launch of our Pipeline Products: Depositing Cleanser, MC5 (EC) </li></ul><ul><li>Execute Deals (AA) </li></ul><ul><li>Implementation of ISO Plan (AA/AH) </li></ul><ul><li>Explore ‘new’ channels - military (RR) </li></ul><ul><li>Culture ‘Shaping’ Plan - utilize Credo Survey as baseline (AA) </li></ul><ul><li>Robust Succession Plan with Drinkapinta and Pharma (AA) </li></ul><ul><li>Competitive & Aligned Incentive and Recognition Plan (DF) </li></ul><ul><li>2003 Brand Plan Fully Integrated with Consumer Mktg/ Sales and R&D ( DF) </li></ul><ul><li>Execute a fully Integrated Strategic Account Plan (RR) </li></ul><ul><li>Upside/Downside risk management Process (AA/SM) </li></ul><ul><li>Execute Retail Account Function ( DH/JC) </li></ul>
  17. 17. Mission Statement Serve the critically ill and the healthcare practitioners who minister to them. Annual Goals and Objectives Critical Success Factors Grow USA Sales to $120 Grow Europe Sales to € 11 In-license or acquire 2 new products GEO EXP: Launch in 8 new markets Drive EBITA of € 16.9 via Operational Excellence <ul><li>Organizational </li></ul><ul><li>Excellence </li></ul><ul><li>Revamp and Redeploy </li></ul><ul><li>resources where they </li></ul><ul><li>are strategically </li></ul><ul><li>needed. </li></ul><ul><li>Operational Excellence </li></ul><ul><li>Reengineer processes </li></ul><ul><li>and organization across </li></ul><ul><li>RSC, CSC and USA. </li></ul><ul><li>(Project Trio). </li></ul><ul><li>And Europe </li></ul><ul><li>I.T. and strategic focus </li></ul><ul><li>on Navision, Billing, </li></ul><ul><li>CRM and SFA </li></ul><ul><li>Europe Efficiencies </li></ul><ul><li>Achieve sales of € 11M </li></ul><ul><li>while improving upon </li></ul><ul><li>target of - € 9.4M loss. </li></ul><ul><li>Joint EAP </li></ul><ul><li>Competitor </li></ul><ul><li>analysis </li></ul><ul><li>Kreab/Edelman </li></ul><ul><li>collaboration </li></ul><ul><li>Launch in CEE </li></ul><ul><li>Revise & formalize </li></ul><ul><li>process. </li></ul><ul><li>Increase throughput </li></ul><ul><li>of candidates </li></ul><ul><li>(Innotech). </li></ul><ul><li>Streamline AGA </li></ul><ul><li>interaction. </li></ul><ul><li>Optimize DIALOG </li></ul><ul><li>and other inform- </li></ul><ul><li>ation engines. </li></ul><ul><li>Seek external </li></ul><ul><li>funding. </li></ul><ul><li>Forest/INFASURF </li></ul><ul><li>Reimbursement </li></ul><ul><li>Compendia </li></ul><ul><li>State initiatives </li></ul><ul><li>Edelman PR </li></ul><ul><li>Advocates on the Hill </li></ul><ul><li>VNR Spinoffs </li></ul><ul><li>CCBM Tools </li></ul><ul><li>7 new reprints </li></ul><ul><li>Speakers Training II </li></ul><ul><li>Updated Slide Kit </li></ul><ul><li>VIP Teleconference </li></ul><ul><li>RT Focus </li></ul><ul><li>AARC and Plant Tours </li></ul><ul><li>Young Investigators </li></ul><ul><li>Journal and CME Support </li></ul><ul><li>Business Model Initiatives </li></ul><ul><li>Excellence at S&M Processes </li></ul><ul><li>Project TRIO </li></ul><ul><li>Optimal customer interface </li></ul><ul><li>Tell the INO Story! </li></ul><ul><li>New and improved </li></ul><ul><li>Multimedia </li></ul><ul><li>1 ˚ and 2˚ Market Research </li></ul>Team Focus The Commercial Operations Group – 2004 One-Page GamePlan Customer Centric; Profitable Growth; Global Expansion Increase pre-market readiness for new indications Grow and Develop as Leaders Strategies Tactics Initiatives <ul><li>HLS Initiatives </li></ul><ul><li>Cardiac p/o adult </li></ul><ul><li>Cardiac p/o </li></ul><ul><li>pediatrics </li></ul><ul><li>MSL initiatives </li></ul><ul><li>CME </li></ul><ul><li>Ad Boards </li></ul><ul><li>Med Meetings </li></ul><ul><li>Clinical Support </li></ul><ul><li>Image Building </li></ul><ul><li>Device Initiatives </li></ul><ul><li>Individual </li></ul><ul><li>Leadership </li></ul><ul><li>Development </li></ul><ul><li>Plans in place. </li></ul><ul><li>LSI interaction </li></ul><ul><li>with COG team. </li></ul><ul><li>Continuous </li></ul><ul><li>Leadership </li></ul><ul><li>coaching 1 on 1s. </li></ul><ul><li>Using COG </li></ul><ul><li>meetings to </li></ul><ul><li>capture leadership </li></ul><ul><li>moments. </li></ul><ul><li>Teach Project Mgmt </li></ul><ul><li>as executive tool </li></ul><ul><li>Hire Medical </li></ul><ul><li>Director </li></ul><ul><li>Listen to the customer </li></ul><ul><li>Simplify Business Model </li></ul><ul><li>Reimbursement/P-E </li></ul><ul><li>Grow Customer Value </li></ul><ul><li>Grow Market Share </li></ul><ul><li>Large Country Focus </li></ul><ul><li>Legal, PR, Image </li></ul><ul><li>Global Marketing </li></ul><ul><li>Synergy </li></ul><ul><li>Manage Expenses </li></ul><ul><li>Maximize ROI </li></ul><ul><li>Find Synergy, leverage </li></ul><ul><li>and efficiencies </li></ul><ul><li>Enter New Therapeutic </li></ul><ul><li>Fields </li></ul><ul><li>Develop I.P. </li></ul><ul><li>New product pipeline </li></ul><ul><li>management </li></ul><ul><li>Enter new Markets </li></ul><ul><li>Globally develop </li></ul><ul><li>the brand </li></ul><ul><li>Generate profitable </li></ul><ul><li>sales of € 0.9 </li></ul><ul><li>Attract New </li></ul><ul><li>Customers </li></ul><ul><li>Enter New </li></ul><ul><li>Therapeutic Fields </li></ul><ul><li>Attract and Develop </li></ul><ul><li>Necessary Competence </li></ul><ul><li>and Leadership </li></ul><ul><li>Sales by month and growth vs. previous month; 3 mos. rolling average trend </li></ul><ul><li>Europe sales by month vs. push-schedule and ramp rate </li></ul><ul><li>Expenses – actual vs. budget YTD and ROI effectiveness </li></ul><ul><li># of new L&A activities initiated; progress towards closure of previous </li></ul><ul><li>Global approvals and launch timing; actual vs. plan </li></ul><ul><li>New insights gained on customers, competitors, indications </li></ul><ul><li>Consensus and feedback: how are we working as a team and progressing towards our annual goals. </li></ul>Monthly Metrics To Track Progress 3/11/2004 <ul><li>Japan </li></ul><ul><li>Gain approval in </li></ul><ul><li>2004 and the $4 M </li></ul><ul><li>milestone. </li></ul><ul><li>Canada </li></ul><ul><li>Gain approval in </li></ul><ul><li>April, 2004 and </li></ul><ul><li>begin sales ramp up. </li></ul><ul><li>Puerto Rico </li></ul><ul><li>Launch in 1Q and </li></ul><ul><li>ramp up. </li></ul><ul><li>Mexico </li></ul><ul><li>Finalize entry </li></ul><ul><li>strategy; file, launch </li></ul><ul><li>by Y–E 2004. </li></ul><ul><li>Latin America </li></ul><ul><li>Finalize AGA deal </li></ul><ul><li>file; launch by Y-E </li></ul><ul><li>2004. </li></ul><ul><li>Argentina, Brazil, </li></ul><ul><li>Columbia </li></ul><ul><li>CEE entries </li></ul>
  18. 18. OUR GROUP FOCUS COMPANY GOALS TACTICS Company Mission Statement Here Group: (Name of Group) Type your First Goal in this box. See next box for examples Show Demonstrable Improvement in Service Levels to Our Customers Equip Our People to Grow, Cooperate, Contribute and Embrace a culture of Respect for Diversity, Continual Renewal and the Ability to Adapt in the Digital Age Increase Levels of Performance and Service Measurably in All Departments Remember that There is no One-to-One Correspondence between these goals and your Group’s poimts of Focus Page 1 2 Keep it Short. Make it Measurable. Assign Accountabilities if You Can. 3 Always use ACTION Verbs when Writing Goals. “Organize& create” are better than “coordinate & leverage” . 4 Assign Accountability to More Than One Person if you Must. 5 A well-written goal: Improve recruitment pace and quality to achieve 5% vacancy 6 Don’t forget to delete these coaching tips. 1 Your First Foci is Typed in This Box by Clicking After the Number and Pressing Enter. Change font size as you see fit. <ul><li>If you have got more than 6 or 7 Tactics for a major goal, you may need to simplify. </li></ul><ul><li>Change the font size as you need to. </li></ul><ul><li>Big question is: Do these goals and tactics help achieve the company goals? Well, do they? </li></ul><ul><li>Imagine your team members reading this document. How will you explain it to them? </li></ul><ul><li>Don’t worry if you go beyond the bottom of the page. Let your printer do the working for now. </li></ul><ul><li>An example of a well written tactic is next </li></ul><ul><li>Train senior managers in the new recruitment process (GG by 06/00) </li></ul><ul><li>See how the action verb, the assignment of accountability and time scale all add to the clarity. </li></ul><ul><li>Remember that others will read this, so keep it straightforward. </li></ul><ul><li>Don’t worry if you miss people out. </li></ul><ul><li>Good idea to use the Zoom feature when typing this small - depends on your age! </li></ul><ul><li>Ask yourself if these Tactics are complete, i.e., do they comprise all we must do to achieve the goal above for our Group. </li></ul><ul><li>Focus until it hurts. </li></ul><ul><li>Many people prepare a strawman of their goals and then ask their team to help them create the final version. </li></ul><ul><li>Many team members then use this format for their own goal setting. This way we all stay aligned to the Company’s goals. </li></ul><ul><li>Give it time to work. </li></ul><ul><li>Don’t forget to enter the name of your Group in the box on the top left of the page. </li></ul><ul><li>When you print this out, click Black and White in the Print Box. It is much quicker and keeps the colors out for the time being. </li></ul><ul><li>If you need help call 1 800 LEADERX or email coach@leaderx.com </li></ul><ul><li>First Tactic described here for Goal 1 - just click and type then press return between tactics. </li></ul><ul><li>Second Tactic is here for Goal 1 </li></ul><ul><li>Try to add accountabilities at the Tactic level and timescales. </li></ul><ul><li>Or joint accountabilities if it works for you and your team. </li></ul>
  19. 19. MEASURES Group: (Name of Group) Page 2 COMPANY GOALS Company Mission Statement Here Copy and paste into these boxes from the previoss page 2 4 3 5 OUR GROUP FOCUS 2 3 4 5 6 1 Cut and Paste from the foci on the previous page so that they are in this line of boxes <ul><li>Sometimes you can’t measure achievement of the goal so you must look for a “surrogate” measure. </li></ul><ul><li>For example, if your goals is to design many successful new products then you may not be able to measure the success of the product until it reaches the market in the distant future. However you could measure the output of focus groups which examined your product ideas instead. </li></ul><ul><li>Try to get at least one measure which is monthly. </li></ul><ul><li>Also, see if you can find at least two measures for each goal. </li></ul><ul><li>Thinking about measurement is good leadership work. It causes us to become much clearer about what we really want to achieve. </li></ul><ul><li>What we can see in our minds we can achieve in our lives. </li></ul><ul><li>Don’t be afraid to go back and modify your goals so they are more measurable. </li></ul><ul><li>If you get stuck call 1 800 LEADERX or email coach@leaderx.com </li></ul><ul><li>Don’t forget to enter the name of your Group in the box on the top left of the page. </li></ul><ul><li>The measures for our first goals are inserted in here. </li></ul><ul><li>The measures are your way of keeping track of progress towards your goal. </li></ul><ul><li>Try to find measures that are quite frequent (monthly not annually). </li></ul>
  20. 20. Goals & Objectives Major What’s Key Points of Focus Grow clinical revenues from $170m to $280m , Biometrics revenues from $52m to $82m and IVRS Revenues from $8m to $18m Develop and expand therapeutic specialty areas and create strong collaboration links between SDD division, and clin ops Improve ratio of non-billable to billable staff and manage recovery rates > 90% Develop unique ICON project management “Methodology ” including detailed project review structure, and streamline all processes Develop Key IT systems to support Project Management and enhance Customer Service Create Positive Culture through Communication, Clear Goals, Positive Feedback, Fair rewards and Openess Grow total Clinical Revenues from $230m to $380m Target Margins US 16% EU 15% ROW 18% Develop “Project Management” as the core compentency of ICON and become the leader in customer service and quality Build a first class team and make ICON a place where good people want to work and stay <ul><li>Hold AZ account to maintain revenues > $40m </li></ul><ul><li>Grow Pfizerfrom $24m to $30m </li></ul><ul><li>Grow J&J from $2m to $30m </li></ul><ul><li>Grow BMS from $11m to $40m </li></ul><ul><li>Grow Merck rom $$6m to $ 20m </li></ul><ul><li>Grow Novartis from $8m to 20m </li></ul><ul><li>Grow Wyeth from $2m to $15m </li></ul><ul><li>Grow Abbott from $1m to $12m </li></ul><ul><li>Grow Takeda from $7m to $15m </li></ul><ul><li>Grow revenues from Sanofi from $15m to $20m </li></ul><ul><li>Grow GSK from $13m to $25m </li></ul><ul><li>Penetrate Roche / Lilly/Schering -Plough </li></ul><ul><li>Enhance our ability to effectively work with small, less experienced clients to increase revenues from Biotech from $ 62m to $130m and from Mid–sized / Specialty companies from $ 30m to $75m </li></ul><ul><li>Penetrate 4 more major Pharma companies for IVRS </li></ul><ul><li>Develop flexible hiring options including contractor pool </li></ul><ul><li>Develop capability and structures to capture all change orders </li></ul><ul><li>Increase cross sell of services to maximise revenue and margin from each project </li></ul><ul><li>Use IMPROVE project for initial revision of all current processes </li></ul><ul><li>Extend IMPROVE into creating new processes where needed </li></ul><ul><li>Provide recognition and rewards for good improvement suggestions </li></ul><ul><li>Create permanent continuous improvement structure </li></ul><ul><li>Increase oncology revenues from x to y </li></ul><ul><li>Increase Cardiovascular revenues from x to y </li></ul><ul><li>Increase metabolism revenues from x to y </li></ul><ul><li>Increase anti-infectives / virals from x to y </li></ul><ul><li>Increase transplant revenues from x to y </li></ul><ul><li>Increase GI revenues from x to y </li></ul><ul><li>Develop IT Systems: </li></ul><ul><li>ICOTrial </li></ul><ul><li>Collaboration Tools </li></ul><ul><li>Customer Portal </li></ul><ul><li>ICOBill </li></ul><ul><li>LCMS </li></ul><ul><li>Develop and Implement Project “Dashboard” reports and structure of project reviews </li></ul><ul><li>Create, populate and maintain expert knowledge base system </li></ul><ul><li>Develop Project management training Programmes to support fast responsive customer service oriented behaviour </li></ul>Strategies Tactics BBCB Clinical Research - Plan 2004 - 2007 Develop Clear Management Structures and Career Paths, Excellent Training, Development Programmes for “Rising Stars” <ul><li>Develop programme of continuous communication from Corporate and divisional management </li></ul><ul><li>Make continuous staff interaction a measured task of each manager </li></ul><ul><li>Continuously Benchmark pay and benefits to ensure fairness </li></ul><ul><li>Train Managers to give feedback </li></ul>Our Purpose is to provide high quality pharmaceutical development services to our clients which will help them to reduce their costs, expedite development, and establish the benefits of treatments which can prolong and enhance the lives of patients around the world. <ul><li>Review current management structures and simplify </li></ul><ul><li>Develop succession plan in each division </li></ul><ul><li>Identify high potential staff and make plans for their development </li></ul><ul><li>Develop training programmes for all levels of staff to support Corporate and divisional goals </li></ul>