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1、McKinseyFebruary 2002PharmaCo Case Study: Achieving Sales Growth through Knowledge ManagementPCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.2McKinseyBackgroundThis level of growth combined with increasing complexit
2、y is a challenge unlikely to be achieved by conventional means.Sales GrowthStaff GrowthCustomersPatientsCo-MarketingInfluencesValues & PerformanceSite MoveConventionalOrganisationNew DisciplinesKnowledgeManagementThe NeedExpected Sales Growth of PharmaCoChanging Business EnvironmentObjective: Triple
3、 Sales from 1997 to 2001PCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.3McKinseyA number of Business issues were to be adressed.Knowledge in the organisation tends to be isolated in Silos and therefore poorly explo
4、itedThere are many examples of re-inventing the wheelPharmaCo is presently meeting market demand through increased sales personnel at the expense of improving their effectivenessMechanisms to formalise knowledge are not commonly in placeMost initiatives appear to stop at the concept phase and do not
5、 get implemented into the organisationKnowledge sharing is not yet embedded as part of the companys cultureUnclear understanding of how to effectively implement Knowledge ManagementPCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and
6、 Confidential.4McKinseyTo address these issues and build a Knowledge Management Organisation, we followed a clear processSteps to build a KM-OrganisationSteps to build a KM-OrganisationPractical ExamplesPractical ExamplesDevelop a Knowledge Management VisionDefine objectives, measures and benefitsId
7、entify key capabilitiesBuild Knowledge OrganisationCreate supporting Systems (IT, people)Be most innovative pharmaceutical companyIncrease number of patents by 100% InnovationTechnologySet up COC sponsored by R&D board memberLink e-mail & other systems to provide quick access12345Process to build a
8、Knowledge Management OrganisationPCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.5McKinseyWe ran three separate workshops to develop a common view of the way forwardDescribing the characteristics of a knowledge enab
9、led organisation.Defining the look and feel of what will be different from today.Defining the capabilities to develop corporate knowledge.Identifying the KPIs for effective Knowledge Management.Knowledge Management Vision work shopKnowledge Management Performance Modelling Work shopKnowledge Managem
10、ent Project Design Work shop1 November17 November4 december34 implementation options.Implications and CSFs of each option.Recommendation of most suitable option.PCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.6McKin
11、seyKnowledge Management should first be practiced in a pilot area Launch Planning DeliverablesLaunch Planning DeliverablesMission critical learnings from previous launches.A launch planning campaign room.A core team of PharmaCo Knowledge Management practitionersKnowledge roles and required skill pro
12、files for launch teamsWhos Who in product launch community.An effective content management process.Assessment of IT enablers.BenefitsBenefitsLaunch closer to approval date.Reduce duplication of effort in launch process.Increased adoption rate through closer involvement of key StakeholdersImproving f
13、uture launch management capability through establishing knowledge roles and capabilities in MarketingExample of a Pilot AreaPCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.7McKinseyThe pilot provides a prototype for
14、 future launches and other business processesMission Control Campaign RoomEvent TrackerWe are hereJJJJKKJJJJLLInfluence Contact MapsStake Holders AnalysisfasdjfkjsdsdfasfasCountdown Clock214 Days to LaunchAssumption TrackingScenario PlanningNYIdeal Launch Scenariofasdjfkjsdsdfasfas Go!Go!Go!Go!All S
15、ystems Go!5 miles2 miles1 mileFor example a launch planning campaign room:PCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.8McKinseyThe Knowledge Management leads to significant improvementsA fully implemented knowle
16、dge network will enable PharmaCo to meet its challenging growth targets.Increased SalesImproved skills of Sales and Marketing professionals.More rapid replication of what works.Better supported relationships with key customers.Higher success rate in new product launches.Lower CostsQuicker learning c
17、urve for new employees.Increased personnel productivity:Less time spent on unnecessary communication.Less work duplicationImproved Market PositionFoster more effective feedback from the market place.Improved utilisation of customer knowledge.More rapid communication and implementation of new product
18、s and directions.HIGHER GROWTH RATEPCE98424_Knowledge Mgmt and Innovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.9McKinseyFocus AreasOpportunity AreaYear 1Year 2Year 30.577.96Customer Contact ManagementImproved Adoption Rate bySharing of Best Pr
19、acticeImproved Knowledge of Government Decision CriteriaFast Response to Competitor IntelligenceImproved Call ManagementShorten Time for New Reps To Get Up To Speed000000.462.192.121.440.580.133.482.821.921.8511.75TotalProduct Launch PlanningShortened Launch Process by Using Lessons LearnedMore Effe
20、ctive Communication in the Launch ProcessReduced Duplication ofEffort in Launch ProcessExploit Secondary Indications Earlier0.250.240.0800.360.600.160.050.420.940.080.12The financial benefits are over 20m Effect on Marketing margin for PharmaCo (ms)20.3mTotal Benefits:PCE98424_Knowledge Mgmt and Inn
21、ovation_HG991390.ppt 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential.10McKinseyLessons learnt from this pilot suggested some critical success factors for the roll-out of the Knowledge Management programmeIncorporating and building on the insights developed during the
22、 pilot phase was key to the credibility of the roll-out phasesKnowledge does not exist in databases, but in the heads of the individuals !Put most emphasis on the culture change, i.e. a knowledge sharing culture Emphasize that Knowledge “flows”; Knowledge is not frozen.Measure, measure, measure. against Business objectives
