Mobilising Knowledge: The pharmaceutical industry approach
Strategic Management
This publication from Scrip Reports provides indispensable insight into corporate capabilities to capture and share knowledge in the pharmaceutical industry. It contains case studies detailing how pharmaceutical companies of all sizes have successfully integrated knowledge management principles into their organisation. The report will show you how to improve your company's capability to best use knowledge and mobilise intellectual capital.
Key points addressed include:
Published: January 2001
Ref: BS1070E
Pages: 287
Price: £995/$1,995/¥239,000
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ACKNOWLEDGEMENTS
CONTENTS
LIST OF TABLES
LIST OF FIGURES
EXECUTIVE SUMMARY
ES.1 Summary of chapters
SCOPE AND METHODOLOGY
S.1 Intention of the report
S.2 Background to the report
S.3 KM
S.4 Methodology
ABBREVIATIONS
GLOSSARY OF TERMS USED IN KNOWLEDGE MANAGEMENT
CHAPTER 1 KNOWLEDGE MANAGEMENT OR KNOWLEDGE MOBILISATION?
1.1 Introduction
1.2 The knowledge economy
1.3 Drivers in the knowledge economy
1.3.1 Information and communications technology
1.3.2 Globalisation
1.3.3 Customers as stakeholders
1.3.4 Alliances and partnerships
1.3.5 Networked organisations
1.3.6 Organisational development
1.4 Managing the knowledge advantage
1.4.1 What is KM?
1.4.2 The problem of language
1.4.3 KM is about process, space and people
1.4.4 KM as a corporate capability
1.4.5 The principles of KM
1.4.6 The objectives of KM
1.4.7 KM models
1.5 Is it IM or KM?
1.6 Measuring return on investment
1.6.1 Costs
1.6.2 Benefits and their measurement
CHAPTER 2 KEY KM APPROACHES AND FEATURES
2.1 Approaches
2.2 Features of KM environments
2.2.1 Building a knowledge culture
2.2.1.1 Business and knowledge processes
2.2.2 Leadership
2.2.3 Partnership
2.2.4 Learning organisation
2.2.5 Team working and networking
2.2.6 Communities
2.2.7 Knowledge sharing
2.2.8 Knowledge mapping
2.2.9 Expertise databases, project files and sign-posting
2.2.10 Lessons learned, best practice and story-telling
2.2.11 Corporate memory: knowledge is the only renewable resource
2.3 Inforstructure � applications to enable KM
2.4 Content
2.5 Overcoming barriers
2.5.1 Barriers
2.5.2 Tactics for overcoming barriers
2.5.2.1 What keeps the CEO awake at night?
2.5.2.2 Quick wins and pilots
2.5.2.3 Integrating KM into business processes and work flow
2.5.2.4 Involvement of all stakeholders
CHAPTER 3 KNOWLEDGE IN ACTION: THE PHARMACEUTICAL INDUSTRY SECTOR
3.1 Introduction
3.2 The drivers for KM in the pharmaceutical sector
3.2.1 Customers
3.2.2 Information and communications technology
3.2.3 Globalisation
3.2.4 Mergers and alliances
3.2.5 Networked organisations
3.2.6 High expectations from financial markets
3.2.7 R&D productivity
3.2.8 Regulatory pressures
3.2.9 Explosion of data
3.2.10 Competition for creative and skilled staff
3.2.11 Integration of knowledge and information
3.3 Approaches and features of pharmaceutical knowledge management
3.3.1 A knowledge sharing culture
3.3.1.1 Cultural change programmes
3.3.1.2 Leadership
3.3.2 The learning organisation
3.3.3 Business and knowledge processes
3.3.3.1 Knowledge sharing approaches
3.3.3.2 Communities
3.3.4 Inforstructure to support knowledge sharing
3.3.4.1 The technical KM toolkit
3.3.4.2 Corporate language
3.3.4.3 Informatics and bioinformatics
3.3.5 Identifying knowledge resources and knowledge vacuums
3.3.6 Information management
CHAPTER 4 KNOWLEDGE MANAGEMENT IN PHARMACEUTICAL FUNCTIONS
4.1 Introduction
4.2 Cross-organisational collaboration: breaking down barriers
4.2.1 Competitive intelligence
4.3 Partnerships and alliances
4.3.1 R&D partnerships
4.3.2 Partnerships in clinical development and manufacturing
4.3.3 Sharing knowledge between partners
4.3.4 Mergers and acquisitions
4.4 Research and development
4.4.1 Integrated knowledge spaces
4.4.2 Tools to aid decision-making
4.4.3 Handover from discovery to development
4.4.4 Transfer of learning
4.4.5 Discovery
4.4.6 Integration of databases
4.4.7 Development
4.4.8 Regulatory Affairs
4.4.8.1 The electronic dossier
4.4.8.2 Information Management
4.4.8.3 Regulatory authorities
4.4.8.4 Networking and lessons learnt
4.5 Marketing and sales
4.5.1 Marketing and sales communities
4.5.1.1 Within the organisation
4.5.1.2 With partners
4.5.2 Knowledge access via portals
4.5.3 The customer
4.5.4 Medical information /medical affairs
4.6 Manufacturing
4.6.1 Communities and teams
4.6.2 Information repositories and exchange
4.7 Examples of KM by function
CHAPTER 5 CASE STUDIES
5.1 Anonymous Global Life Sciences Organisation
5.1.1 Drivers for KM strategy
5.1.2 Business case
5.1.2.1 Measurement
5.1.3 Main approaches
5.1.3.1 KM tools
5.1.4 The KM team
5.1.4.1 Portfolio management
5.1.4.2 Discovery
5.1.4.3 Competitive intelligence
5.1.4.4 E-business
5.1.5 Challenges for implementation
5.1.6 Benefits
5.1.7 Lessons learned
5.2 AstraZeneca
5.2.1 Drivers for KM strategy
5.2.1.1 Integration following the merger
5.2.1.2 Strategy of growth through key products
5.2.1.3 Partnerships
5.2.1.4 Close customer relationships
5.2.1.5 Building the talent base
5.2.2 E-business
5.2.3 The KM business case
5.2.4 Main approaches
5.2.4.1 Pre-merger
5.2.4.2 Post-merger
5.2.5 Corporate initiatives
5.2.5.1 Leadership capability � Growing Our AstraZeneca Leadership (GOAL)
5.2.5.2 KM in the US Business
5.2.5.3 Product licensing � AZTEC (Consert)
5.2.6 Competitive intelligence
5.2.6.1 Reverse Engineering and Scientometric Analysis
5.2.6.2 War Games and Launch Strategies
5.2.7 Challenges for implementation
5.2.8 Benefits
5.2.9 Lessons Learned
5.3 Base4
5.3.1 Drivers for KM strategy
5.3.2 Key issues
5.3.2.1 Capturing information and knowledge across the project life cycle
5.3.2.2 Ensuring usability and use of information and knowledge
5.3.3 Key features
5.3.3.1 Workable knowledge repositories
5.3.3.2 Workflow tools
5.3.3.3 Information architectures and tools for levels of users
5.3.3.4 Integrated access to knowledge and underlying data
5.3.3.5 The decision-making process
5.3.3.6 Ensuring usability and use of information and knowledge � the dashboard or cockpit concept
5.3.3.7 Information from external sources
5.3.4 Challenges for implementation
5.3.4.1 The sharing culture
5.3.4.2 Terminology
5.3.4.3 KM implementation
5.3.4.4 Integration
5.3.4.5 Increasing data volumes
5.3.4.6 Information technology
5.3.5 Benefits
5.3.5.1 Enterprise Information Portals � 'Decision Dashboards'
5.3.5.2 KM tools for target selection
5.3.6 Key lessons learned
5.3.6.1 'Containers' not documents
5.3.6.2 Synthesising knowledge
5.3.7 Key KM features
5.3.7.1 Role recognition
5.3.7.2 Process standardisation
5.3.7.3 Teamwork enablement
5.3.7.4 Decision mining
5.3.7.5 Personalisation
5.3.7.6 Monitoring tools
5.3.7.7 Analytical tool access
5.4 Boehringer Ingelheim
5.4.1 Drivers for KM strategy
5.4.2 A business case
5.4.3 Main approaches
5.4.4 Intelligence
5.4.5 Competitive technical intelligence
5.4.6 The Pharmaceutical Production Division
5.4.6.1 Challenges for implementation
5.4.7 Benefits
5.5 Deloitte Consulting
5.5.1 Re-thinking research and development through KM and 'R&D.COM'
5.5.2 Drivers for KM strategy � the R&D.COM philosophy
5.5.2.1 Features
5.5.3 R&D.COM in action
5.5.3.1 Case 1: Dramatically reducing the time to market
5.5.3.2 Case 2: Revamping the quality assurance function
5.6 Fulcrum Pharma Developments
5.6.1 Drivers for KM strategy
5.6.2 Main approaches
5.6.3 Selecting, creating and managing teams
5.6.3.1 Designing the drug development programme
5.6.3.2 Building and documenting knowledge
5.6.3.3 Involving the regulatory authorities
5.6.4 Challenges for implementation
5.6.5 Benefits
5.7 Glaxo Wellcome
5.7.1 Drivers for KM strategy
5.7.2 Business case
5.7.3 Main approaches
5.7.4 Global initiatives
5.7.4.1 Strategic master plan for the global manufacturing and supply chain
5.7.4.2 Streamlined worldwide information flow today
5.7.4.3 The R&D knowledge network programme
5.7.4.4 Discovery knowledge space
5.7.5 Other Initiatives
5.7.5.1 Molecule-to-marketplace education in R&D
5.7.5.2 Knowledge exchange and health outcomes mapping in Glaxo Wellcome, Canada
5.7.5.3 RightTrack
5.7.6 Challenges for implementation
5.7.7 Benefits
5.8 Novartis
5.8.1 Drivers for KM strategy: the business case
5.8.1.1 Competition
5.8.1.2 Attracting and growing expertise
5.8.2 Main approaches
5.8.2.1 Corporate knowledge networking: the knowledge marketplace
5.8.3 KM in Novartis Pharma
5.8.3.1 Information and knowledge management (I & KM)
5.8.3.2 Marketing
5.8.3.3 Research information management
5.8.4 Challenges for implementation
5.8.5 Benefits
5.9 Oxford Asymmetry
5.9.1 Drivers for KM strategy
5.9.1.1 Background
5.9.1.2 Capabilities
5.9.2 A business case
5.9.2.1 Main approaches
5.9.2.2 Challenges for implementation
5.9.3 Benefits
5.10 Pfizer
5.10.1 Drivers for KM strategy
5.10.1.1 Pfizer's particular success
5.10.1.2 Scale
5.10.1.3 Complexity
5.10.2 Business case for KM
5.10.3 Main approaches
5.10.3.1 Experiments and experience
5.10.3.2 Information management and the Campus Gateway
5.10.4 Challenges for implementation
5.10.5 Benefits
5.11 Roche Diagnostics
5.11.1 Drivers for KM
5.11.2 The business case
5.11.2.1 Main approaches
5.11.3 FIND
5.11.3.1 Design control and commercialisation guidelines
5.11.3.2 Sharing and using customer knowledge
5.11.4 Other KM features
5.11.5 Challenges for implementation
5.11.5.1 Leadership
5.11.5.2 Culture change � rewards and motivation
5.11.5.3 Transnational and transdivisional working
5.11.5.4 KM and working pressures
5.11.6 Benefits
5.12 Roche Pharma
5.12.1 Drivers for KM strategy
5.12.2 The approach
5.12.2.1 Content
5.12.2.2 Process
5.12.3 Value and benefits
5.12.4 Challenges
5.13 SmithKline Beecham
5.13.1 Drivers for KM
5.13.1.1 The 'Simply Better' Way
5.13.1.2 Forward planning � 'What kind of business will we be in 10 years'
5.13.1.3 Duplication of effort
5.13.2 Main approaches
5.13.2.1 Pilots
5.13.2.2 Corporate � leadership exchange
5.13.2.3 Pharmaceutical R&D � information management
5.13.3 Communities
5.13.3.1 The Knowledgeability Forum � a community of KM practice
5.13.3.2 Medinfolink
5.13.3.3 US sales
5.13.3.4 Manufacturing
5.13.4 Knowledge organisation and mobilisation
5.13.4.1 Tropical products information
5.13.4.2 Market aligned planning
5.13.5 Technical tools
5.13.5.1 Lotus Team Room
5.13.6 Challenges for implementation
5.13.6.1 Identifying benefits
5.13.6.2 Sustaining communities
5.13.6.3 Awareness of KM activity
5.13.6.4 Utilisation of existing IT
5.13.7 Benefits
5.13.7.1 Identification of new markets
5.13.7.2 Protection of intellectual capital
5.13.7.3 Competencies
5.13.7.4 Reduction of duplication
5.13.8 Lessons learned
CHAPTER 6 WINNING STRATEGIES
6.1 Conclusions from this research
6.1.1 Enthusiastic but unco-ordinated approaches
6.1.2 Information management
6.1.3 Informatics and the knowledge environment
6.1.4 Intellectual property
6.1.5 Creativity and innovation
6.2 Is strategy important?
6.3 KM strategy in pharmaceutical companies
6.3.1 Vision
6.3.2 Strategic approaches
6.3.3.1 Detailed strategies
6.4. People to mobilise knowledge
6.4.1 KM planning team
6.4.1.1 Chief knowledge officer
6.4.1.2 Implementation team
6.4.1.3 KM practitioners/devolved teams, champions
6.4.5 Enterprise-wide competencies
6.5 Lessons learned
6.6 Summary
REFERENCES
FURTHER READING
© PJB Publications Ltd. 2001
All rights reserved.