Countdown Clock
Event Tracker 214 Days to Launch

Scenario Planning
N
Assumption Tracking
Y
}
1Байду номын сангаасmile
Ideal Launch Scenario
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• Knowledge in the organisation tends to be isolated in Silo‟s and therefore poorly exploited • There are many examples of „re-inventing the wheel‟ • PharmaCo is presently meeting market demand through increased sales personnel at the expense of improving their effectiveness • Mechanisms to formalise knowledge are not commonly in place • Most initiatives appear to stop at the concept phase and do not get implemented into the organisation
Process to build a Knowledge Management Organisation
Steps to build a KM-Organisation
1 Develop a Knowledge Management Vision
Practical Examples
• Be most innovative pharmaceutical company
Knowledge Management Vision work shop
Knowledge Management Project Design Work shop
•
Describing the characteristics of a knowledge enabled organisation. Defining the look and feel of what will be different from today.
4 Build Knowledge Organisation
5 Create supporting Systems (IT, people)
• Link e-mail & other systems to provide quick access
© 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.
2 miles
Go! Go! Go! Go!
All Systems Go!
5 miles
© 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.
PCE98424_Knowledge Mgmt and Innovation_HG991390.ppt
PharmaCo Case Study:
Achieving Sales Growth through Knowledge Management
McKinsey February 2002
McKinsey
Background
Expected Sales Growth of PharmaCo Changing Business Environment
For example a launch planning campaign room:
Mission Control Campaign Room Influence Contact Maps
J J K J J L
We are here
Stake Holders Analysis
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2 Define objectives, measures and benefits
• Increase number of patents by 100% • Innovation • Technology • Set up COC sponsored by R&D board member
3 Identify key capabilities
PCE98424_Knowledge Mgmt and Innovation_HG991390.ppt
4
McKinsey
We ran three separate workshops to develop a common view of the way forward
1 November 17 November Knowledge Management Performance Modelling Work shop 4 december
•
•
© 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.
PCE98424_Knowledge Mgmt and Innovation_HG991390.ppt
5
McKinsey
Knowledge Management should first be practiced in a pilot area
•
Defining the capabilities to develop corporate knowledge. Identifying the KPI’s for effective Knowledge Management.
• • •
3–4 implementation options. Implications and CSF’s of each option. Recommendation of most suitable option.
© 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.
PCE98424_Knowledge Mgmt and Innovation_HG991390.ppt
6
McKinsey
The pilot provides a prototype for future launches and other business processes
Lower Costs
Quicker learning curve for new employees. Increased personnel productivity:
– – Less time spent on unnecessary communication. Less work duplication
Patients Values & Performance
Site Move
Co-Marketing
1996
1997
1998e 1999e 2000e 2001e 2002e
This level of growth combined with increasing complexity is a challenge unlikely to be achieved by conventional means.
• Knowledge sharing is not yet embedded as part of the company's culture
• Unclear understanding of how to effectively implement Knowledge Management
© 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.
Example of a Pilot Area
Launch Planning Deliverables
• Mission critical learnings from previous launches.
Benefits
• Launch closer to approval date. • Reduce duplication of effort in launch process. • Increased adoption rate through closer involvement of key Stakeholders • Improving future launch management capability through establishing knowledge roles and capabilities in Marketing
Improved Market Position
• • • Foster more effective feedback from the market place. Improved utilisation of customer knowledge. More rapid communication and implementation of new products and directions.
• A launch planning campaign room.
• A core team of PharmaCo Knowledge Management practitioners • Knowledge roles and required skill profiles for launch teams • Who‟s Who in product launch community. • An effective content management process. • Assessment of IT enablers.