A company deployed a global SAP template to its site with 20 employees. The deployment faced challenges with communications, training employees on their new roles, and adapting the global template locally. Key learnings included building trust with remote teams, starting with a plan to leverage existing SAP expertise, and ensuring effective end user training through a blended approach with hands-on practice. While communications were rushed late in the project, future deployments should utilize graphic design and focus communications just-in-time to captive audiences.

1. Adventures in Animal Health: Boehringer
Ingelheim deploys a global template
If we had it to do all over again – advice from a local site deploying a global template
Brent Hauser, Boehringer Ingelheim Vetmedica, Inc
Jennifer Jackson, Cognizant Technology Solutions
Session ID# 4872

2. How do you say that? An introduction to BIVI
3 Key Learning Points
The Challenges of working Globally (They Haven’t Changed!)
OCM challenges with Global Template Deployment and Scale Up
Communications – The Happy Accident
Wrap-Up and Questions
AGENDA

3. BOEHRINGER INGELHEIM

4. FOUR PILLARS OF BI'S BUSINESS

5. LARGEST PRIVATELY OWNED PHARMACEUTICAL
COMPANY IN THE WORLD

6. GLOBAL ANIMAL HEALTH NETWORK FOR R&D AND
MANUFACTURING

7. PREVENTING DISEASE IS BETTER WHENEVER POSSIBLE

8. BIVI IS ONE OF THREE BOEHRINGER INGELHEIM
OPERATING UNITS IN THE U.S.

9. DEPLOYMENT FOCUS
Ridgefield, Connecticut
20 employees*
*approximation

10. 2010 GBS Begins to
improve customer focus
and support growth
• 2011 – first deployment –
UK
• 2012 – 2013 – 4 single
country deployments
2013 – first multi-
site/multi-country
deployments
• April 2015 – BIVI go-live
(first full Ops deployment)
• April 2015 – P7 go-live
Future deployments
• Non-SAP sites
• Existing SAP sites
START SMALL AND CONTINUOUSLY IMPROVE
1First deployment in
Animal Health

11. Handling OCM challenges while scaling a global deployment
The challenges of working globally (They haven’t changed!)
• Key success factors for building trust with remote partners, finding common ground
• Managing change on the deployment team
One size does not fit all – Scaling the OCM Approach
• A manual process for role-to-position mapping (R2PM) that worked for 200 end users
may not work for 2000
• Adapting the global training approach to work locally
• Tie it all together to deliver effective end user training
Making just-in-time communications work
• Just-in-time communications - better late than never! The happy accident at BIVI
• What worked, what didn't, and the value of good design
3 KEY LEARNING POINTS

12. OCM FOR THE TEAM OR HERDING THE CATS
2 Local team members
with SAP experience
…plan to spend as much time on OCM for the project
team as the organization if we don’t do the above well!
If we had it to do all over again, we would…
…assess the SAP knowledge of the local team and
use the experts to build capability in others
…start with a plan to leverage the talent we are
developing during the implementation
…plan for turnover
…ensure the local business understands the time
commitment of local deployment members
The challenges of working globally
(They haven’t changed!)
…plan for time to get to know each other and
build the team
…invest the time to help the team identify
differences in working styles, learning styles,
and culture early on; develop expectations

13. SCALING THE OCM APPROACH
Role to Position
Mapping
(R2PM)
Global Training
Approach
End User
Training

14. ROLE TO POSITION MAPPING
If we had it to do all over again,
we would…
…spend more time with local business fostering an
understanding of the new roles and business
processes
…ensure the business understands the process of
R2PM
…ensure two-way communication occurs with regard
to global template and local business needs
…identify and act on gaps found in the program
…understand who should be in which role using an
appropriate R2PM tool
…scale all R2PM deployment tools
Example in
the
Appendix!
Role to Position
Mapping
(R2PM)
Global Training
Approach
End User
Training

15. ADAPTING THE GLOBAL TRAINING APPROACH
If we had it to do all over again,
we would…
…utilize a curricula approach to assign and
maintain training
…make preparations to include SOP’s, OJT’s, and
other localized training materials as needed
…make the connection between the roles, the
process, and SOP’s in training
0 No end user training environment for
hands-on training or practice
Role to Position
Mapping
(R2PM)
Global Training
Approach
End User
Training

16. END USER TRAINING
If we had it to do all over
again, we would…
…ensure the trainers are fully prepared to
deliver effective training
- mandatory train-the-trainer
- understand new systems and processes
…implement blended learning in a realistic
training environment
…ensure end users complete a basic navigation
course prior to instructor led training
- positive feedback from instructors
…make sure the local organization is prepared to
document training events
…make sure instructors are ready, willing, able,
and BYOB (Bring Your Own Backup!)
Began with 4different
training rosters
Global Training
Approach
Role to Position
Mapping
(R2PM)
End User
Training

17. PROJECT COMMUNICATIONS
THE HAPPY ACCIDENT
Bob Ross grew up
in Orlando, FL!

18. CADENCE COMMUNICATIONS
…people still want to hear from their direct supervisor, but make sure to
communicate directly to all audiences (don’t count on cascading)
…it IS possible to communicate too much!
…invest in a graphic designer and partner with an internal resource who can direct
…captive audiences are best!

19. PROJECT COMMUNICATION EVENTS
Get in front of people as much as
possible…
…and don’t count on people just
stopping by!

20. PROJECT KEY FAIR
Plan for a hands-on experience!

21. JUST WHEN WE THOUGHT WE HAD IT UNDER
CONTROL…

22. BUT WAIT!!!

23. PROJECT COMMUNICATIONS
THE HAPPY ACCIDENT
80%of direct end user communications were
delivered in the last 2 months leading to go-live

24. PROJECT COMMUNICATIONS
THE HAPPY ACCIDENT
If we had it to do all over again, we would…
…use just-in-time communications
…use the vehicles that best suit your culture
…hire a graphic designer to bring it to life!!!

25. If we had it to do all over again…
The challenges of working globally (They haven’t changed!)
• Build trust and foster open communication
• Have a plan to retain and leverage talent
• Drive ownership into the business
One size does not fit all – Scaling the OCM Approach
• Use the right tools – identify and act on gaps in the program early
• Implement a blended training approach
• Set your trainers up for success
Making just-in-time communications work
• Take advantage of a captive audience
• Don’t over-communicate
• Invest in communications to make an impact
CLOSING

26. QUESTIONS?

27. CONTACTS
Brent Hauser
SAP Change Manager
Boehringer Ingelheim Vetmedica, Inc
brent.hauser@boehringer-ingelheim.com
www.bi-vetmedica.com
+1-641-751-1010
Jennifer Jackson
Senior Manager, CBC Strategy and Transformation
Cognizant Technology Solutions
jennifer.jackson@cognizant.com
www.cognizant.com
+1-415-307-0290
Sarah DeGarmo
Graphic Designer
Rise By Design
sarah@risebydesign.com
www.risebydesign.com
+1-816-872-6780

28. FOLLOW US
Thank you for your time
Follow us on at @ASUG365

29. • Role Mapping tool Job Aid example
• How did the OCM team work together?
• More Key Learning points
APPENDIX

30. WHAT WORKED: OCM TEAM KEYS TO SUCCESS
→ Always available for each other – continuous
communication
→ Maintained standing working sessions – agenda
driven, with wiggle room to have fun! Making time
for small talk before getting down to business was
critical to success in a virtual environment.
→ Commitment to be successful
→ Receptive to new ideas and improvements. Agreed to
disagree when called for (disagreed on the Navigation
course profoundly!)
→ Made personal connections (ie: sailing)
→ TRUST
4 OCM team members from four
countries – UK, USA, Germany, Canada

31. BUT WAIT, THERE’S MORE!
• It’s a template solution, but that doesn’t mean we have all the answers
before we start. It still needs to be made to fit locally
• Where ambiguity can be removed, do so. Be as transparent and
forthright with information as possible – introduce calm and build trust
• Resource requirements for implementation
• Process changes
• What realistically will and will not be supported
• Collaboration between the global and the local teams must continue to
evolve through the deployment and beyond
• Global may dictate, but local conditions prevail – be flexible!
• Ensure a robust train-the-trainer program is in place, and make it
mandatory
• Create a culture of accountability for training completion
You will never have enough OCM resources, but do not skimp on
the work – reach out to peers and steal with pride!

32. ROLES TO END USER TO COURSE MAP JOB AID
WORKSHEET LAYOUT
32
Roles section is manual entry.
Type an “X” in a Role column
for a specific end user
The End User’s Name is
populated from the “Roles
to User” sheet but can
easily be maintained from
here too.
Everything in this section is automatically calculating from input in the
Roles section.
Do not manually enter anything from Column O to the end of the sheet!