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Pharma Transformation

Sargam Sachdeva

Date 1

100k employees worldwide

CHF 62.8 Billion in Sales

CHF 13.7 Billion in R&D

Affiliates in over 150 countries

32 medicines on the WHO Model List of Essential Medicines

Pharma Vision 2030

Pharma Vision

2030

Deliver 3-5 times as many medical advances at half the cost to society

Triggers of Change

Why

Internal

  • Biosimilar threat
  • Increasing competition

External

  • Personalized health care
  • Holistic health care
  • Cost to society for pharmaceutical production
  • Engage today's talent requires less hierarchical behaviours

Global Reorganization

  • New Ways of Working
  • Agile Transformation
  • Radical Simplification
  • New Ways of Learning

Global

Re-Org.

Flow to Work

Hierarchical to Collaborative

Operating Model

Mindsets

Behaviours

Centralization

global learning hub in Mississauga

Learning

Team

Roles

Learning Partner - Relationships, Strategy

Learning Manager - PM

Learning Coordinator - Adminstration

  • Different locations and with different line management
  • No direct authority over work
  • Self-managed
  • Different scopes of responsibility.

LM Chapter

Work

Ideally: LMs are assigned to work packages based on capability, capacity and development

Reality: knowledge transfer purposes, we were mapped to support specific areas of the business and it was business as usual

From Email to Intake Tool

New Intake Tool

Change: track all requests in a validated system

  • go paperless
  • track for inspection and documentation purposes
  • create boundaries on work for seamless routing.

Design

  • System was designed by IT, HR together
  • We were encouraged to adapt it by the Learning Center of Excellence

Design

Implementation

  • LM, LP, LC as it works for our organization

Learning Team

in service of the Pharma Vision

Who is it for?

  • Overall effiiency in operations
  • Quicker documentation and routing abilities
  • Reinforcing the practice of self-service for organization.
  • More capacity for strategic work

On the Learning Team

Impact

Good: Less ambiguity, can triage, documentation for the year

Bad: Transition phase needs courage, losing F2F interactions, hard to build trust

On the Business

Impact

Good: definite response and escalation as needed and updates on ticket in a documented manner, easy to retrieve requests

Bad: - less personalized service, an added task of creating a ticket, more barrier to get work done

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