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1 Maximizing Your Investment: Getting Big Results from a Small Analytics Team Updated: July 8 2015

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Page 1: Merck

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Maximizing Your Investment: Getting Big Results from a Small Analytics Team Updated: July 8 2015

Page 2: Merck

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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).

Page 3: Merck

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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Page 4: Merck

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

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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

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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

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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

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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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[email protected]

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