2. New Way of Conducting Business Information technology evolving into a tool for integration on a global scale Seamless communication and interaction between multiple locations Real-time information across various platforms
3. The Early Life of I.T at Wyeth Prioritized as a insufficient business operation Decentralized I.T environment Inadequate I.T infrastructure and information availability
4. So Why Integrate Globally? Competitive advantage Managing the global supply chain Reduce time of generating pertinent information about product performance to managerial level
5. Motivation for Integration Ability to identify and tap into new markets, increasing stakeholder value Standardization across and between affiliates Establish a global organization culture
6. Concerns of Global Integration Larger regions are resisting and are not willing to share information across affiliates The overall misunderstanding of the impact information technology creates for a global corporation
7. Integration Strategy Concerns Immaturity of Wyeth’s business processes damaged a global integration solution Lack of cultural interaction between affiliates Qualified personnel for a global solution
8. Implementation Obstacles Migration of affiliate’s IT infrastructure to corporate data center Means of funding the global integration solution Existing business model with multiple regulations
9. Proposed Integration Strategy Institute a global IT approach to create formal systems processes Restructuring global IT personnel to have one reporting line to the lead of IT globalization. Establish IM specialists to implement business requirements Start building a regional IT architecture to transition seamlessly into a global IT architecture Build a global warehouse
10. Global Integration Plan The major IT plan was felt to deal more with changing to central IT than global integration Steering committees developed for creating systems processes and buy-in from key people IT resources implemented to support specific regions called RSC
11. Gaining Acceptance On-site IT team presents to key stakeholders to 40 locations Presentations included creating uniform data models, a regionalized centralization of services and equipment and changes in reporting line
12. Acceptance Success or Failure? Visits were seen as a success as managers agreed with the new procedures and structure Reporting line changes saw resistance from decentralized cultures
13. Slowly but Surely IT globalization team efforts to help affiliates fully understand the IT globalization initiative was slowly playing off Affiliate began to understand the vision and plans of the IT globalization team
14. Starting Small Implementation started with smaller regions Smaller affiliates were more acceptant toward the integration strategy and needed the IT resources
15. Management Overtaking Success Regional IT directors manage four relationship managers, who oversee specific country’s needs The regional IT directors now responsible for application and system development
16. Ending Big The more resources and independence the harder it was to implement Acceptance from large regions, like Europe, had to be accomplished by changing how the plan was presented Changes in plan is key to larger region success
17. Overview of Implementation Enterprise applications managed by corporate IT RSC is centerpiece for global IT architecture Global warehouse implemented slowly using SAP software Consolidation of AS400 systems
18. Globalization Into Integration A globalized company, like Wyeth, needs to integrate all its affiliates in order to stay competitive IT is the enabler of the integration process Standardization becomes the backbone of the global integration strategy
Editor's Notes
Competitive Advantage- If Wyeth does not integrate globally, their competitors will eventually begin to integrate.
IM- Information Management
RSC- Regional Support Centers
Changes in plan example: No need for relationship managers at larger affiliates.
