merck
TRANSCRIPT
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Maximizing Your Investment: Getting Big Results from a Small Analytics Team Updated: July 8 2015
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Forward-Looking Statement
This presentation includes “forward-looking statements” within the meaning of the safe harbor provisions of the United States Private Securities Litigation Reform Act of 1995. These statements are based upon the current beliefs and expectations of Merck’s management and are subject to significant risks and uncertainties. There can be no guarantees with respect to pipeline products that the products will receive the necessary regulatory approvals or that they will prove to be commercially successful. If underlying assumptions prove inaccurate or risks or uncertainties materialize, actual results may differ materially from those set forth in the forward-looking statements.
Risks and uncertainties include but are not limited to, general industry conditions and competition; general economic factors, including interest rate and currency exchange rate fluctuations; the impact of pharmaceutical industry regulation and health care legislation in the United States and internationally; global trends toward health care cost containment; technological advances, new products and patents attained by competitors; challenges inherent in new product development, including obtaining regulatory approval; Merck’s ability to accurately predict future market conditions; manufacturing difficulties or delays; financial instability of international economies and sovereign risk; dependence on the effectiveness of Merck’s patents and other protections for innovative products; and the exposure to litigation, including patent litigation, and/or regulatory actions.
Merck undertakes no obligation to publicly update any forward-looking statement, whether as a result of new information, future events or otherwise. Additional factors that could cause results to differ materially from those described in the forward-looking statements can be found in Merck’s 2013 Annual Report on Form 10-K and the company’s other filings with the Securities and Exchange Commission (SEC) available at the SEC’s Internet site (www.sec.gov).
Major Therapeutic Areas• Cardiovascular• Diabetes & Obesity• Infectious Disease• Neurosciences• Oncology• Respiratory & Immunology• Vaccine-preventable diseases• Women’s Health & Endocrine
PRESCRIPTION PHARMACEUTICALS & VACCINES
• Livestock• Poultry• Companion Animal• Aquaculture
ANIMAL HEALTH
A Quick Look at Merck *MSD outside USA
$44.2B in sales*
70,000 employees*
* Merck Fact-sheet as of Dec 31st 2014
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Business People good with
Technology
We transforms business questions into actionable insights & foresights, enhancing value with smarter decisions
Award Winning (External)
2013 SSON Industry AwardExcellence in Value Creation
Speed & VolumeAverage 35 Analytical Projects past 3 years
Comprehensive Coverage
Support all divisions, functions, Asia Pacific
countries
ANALYTICS play an important role in Merck
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Team of 5
2012Start-up PhaseBuild credibility fast
2013Growth Phase
Create Exponential Business Value; Large volume of project delivered
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Maximizing ROI: Start Up Phase
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2 Big-4 consultants
Partner ConsultantsExecutive Director “sell” Analytics to marketing & finance top leadership
Senior Evangelist Analyze public data showcase capabilities
Select high impact, ease to implement projects
Use speed to awe
Quick Wins
2 Analytics professionals
Start SmallSAS, Spotfire, SQL, R,
Excel
Use Available ToolsCreated succinct dashboards
answering key business questions
Deploy via IPads
Emphasize Visualizations
Business Goal: Build Credibility Fast
2012Start-up PhaseBuild credibility fast
2013Growth Phase
Add Exponential Business Value; Large volume of project delivered
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Maximizing ROI: Growth Phase (1)
Focus Functions80%
“Marketing” Analytics
30%
Focused Impact Accelerate Pipeline Higher Order Analytics
Analytics Deliverables
Analytics Leader’s Time
• Projects came from Finance, Marketing and Strategy departments
• Projects replicable across region• Track realization of value• Break protracted projects into
phases• Deploy project governance
structurePredictive Models
• Embed predictive models into dashboards (regression, optimization, simulation)
• Focus on quantifying business value vs. sophistication of algorithms
25%Analytical Projects
Business Goal: Take Great Steps
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Maximizing ROI: Growth Phase (2)
Fresh Graduates• Roll-off consultants• Tag-on enterprise graduate
program to hire 3 fresh graduates (strong quantitative skills, curious, driven)
50%
Augment Resources• Hire 1 intern, 1 contractor • Create Analytics Professional
Rotation Program• Build-Transfer to Local markets
33%
Training & Fun• Low Budget training – free
seminars• Tap-on Virtual Analytics Network • Analytics meet-ups on weekends• Multiple of company events,
team outings, celebrate success
20%Full Time Headcount
Total Resources
Analysts’ Time
Expand Team Flexible Resources Upgrade Skills & Keep Happy
Business Goal: Recruit, Train, Motivate
2014Maturity PhaseExpansion with cost containment
2015Re-invention Phase
Discover New Frontiers
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Maximizing ROI: Maturity Phase
Outsource Sustainment Work•Non financial projects •Create SOP, transfer knowledge•Develop sustainment governance (Check-list, teach-backs, escalation matrix)
Project Prioritization•Say “no” to reporting requests
•Project prioritized by AP President•Stop Work guidance
Resist Sub-team Cultures• Junior Analyst -> project leaders
•Emphasize Courage & Candor
Aspire towards Analytics Mastery•Kaggle/Dextra Competition•Contribute to technical forums
Business Goal: Expansion with Cost Containment
2014Maturity PhaseExpansion with cost containment
2015Re-invention Phase
Discover New Frontiers
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Maximizing ROI: Re-Invent Phase
Budget Injection
Geo Expansion
Data Quality
Improve Efficiency
• Single access integrated platform• Influence data quality at source
• Hire data warehouse/cloud architects
Upstream Influence
• China, India• Build Global Talents
Expand Analytics Footprint
• Double head-counts in 2015• Work with EDB/IDA to fund
recruitment• Ride-on HQ Analytics push
Brand to legitimize Expansion
• Explore Data Robot – searches most efficient algorithms, best-in-class data science; shave model development from months to days.
• Build Hadoop clusters
Technological Innovation
Business Goal: Discover New Frontiers
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Merck, Sharp & Dohme APJ AnalyticsWinner of SSON industry award Excellence in Value Creation
Review key messages
Maximize Analytics ROI
Mature Phase
Re-invent Phase
Growth Phase
Start-UpPhase
Resist Sub-team Cultures
Outsource Sustainment
Analytics Mastery
Budget Injection
Geo Expansion
Data Upstream Influence
Support key Functions
“Market” your Analytics
Embed Predictive Analytics
Creative talent strategies
Start Small; Quick Wins
Senior Evangelist
Emphasize Visualization;
Mind Map
Project Prioritization
Improve Model Efficiency
Partner Consultants
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Ending Video
https://www.youtube.com/watch?v=SGD1NlCTtEc
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Service Delivery/ManagementIT Global Innovation Network @ Singapore
Office: 6508 6091Mobile: 9619 3933
https://sg.linkedin.com/pub/eejin-roy-goh/34/79a/86a
Thank You