Post on 13-Apr-2018
r e s e a r c h . e v e r e s t g r p . c o m
2015
Life Sciences Industry: CIO as the CEO of IT led
Business
CIOs Need to Link Infrastructure Services to
Business Transformation
Jimit Arora, Vice President
Abhishek Singh, Practice Director
Copyright © 2015, Everest Global, Inc. All rights reserved.
AN EVEREST GROUP REPORT
EGR-2015-12-E-1438
This report has been licensed for exclusive use and distribution by Cognizant Technology Solutions.
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EGR-2015-12-E-1438
Executive Summary
In the last decade, the Life Sciences (LS) industry has undergone structural
changes. These have been due to:
Declining productivity and long drug approval cycles that have brought
unprecedented focus on efficient spending and Return on Investment (RoI)
Humongous global sales operations that relied on blockbuster drug demand
are under a constant cost-benefit radar
In order to define a new competitive niche for themselves in a period where
generics market is seemingly more talked about than the blockbuster drugs
market, companies are acquiring products, entering new markets, while, at
the same time, hiving off non-focus product areas
With ever increasing sensors, wearables and data (both internal, external),
there are opportunities to capitalize by developing product, markets,
consumer insights in real-time and accelerate business objectives
The above have had a significant impact on the way IT (especially, Infrastructure
Services) is being adopted by the LS industry. Infrastructure Services adoption in
the LS industry has been characterized by value-chain fragmentation. Despite
being business critical, it has not got any strategic impetus. Different Lines of
Business (LoB) such as R&D, manufacturing, and sales have traditionally had
their own IT outsourcing siloes, resulting in varying maturities of technology
enablement across the value chain. Hence, what we have as a result, is an
array of infrastructure redundancies, technologies, and provisioning metrics.
While the above may be true for large organizations across industries, it is the
LS industry that has to start thinking of it as a business transformation challenge.
The structural changes in the LS industry are forcing industry leaders to apply
the evolutionary paradigm of BC2BE (Business Continuity-to-Business
Enablement) to all aspects of operations, even Infrastructure Services. Hence,
CIOs need to think increasingly of the business outcomes that will be driven by
their decisions, right from service-level management and provisioning, down to
the boxes of servers, storage, and devices. Hence, there appears to be a
conscious thought process to move from the traditional IT Service Management
(ITSM) towards Business Service Management (BSM).
The challenge to achieve business-IT alignment in infrastructure services is
immense. This requires CIOs to make the various components of the
infrastructure consumption lifecycle not only easy to procure and manage, but
also easy to evolve. In-depth analysis shows that such a mandate would have to
be driven by the following tenets:
Technology transformation
Service transformation
Automation as an enabler of transformation
This report analyzes the above tenets and focuses on how they relate to the CIO
mandate to drive business outcomes.
LIFE SCIENCES INDUSTRY: CIO AS THE CEO OF IT LED BUSINESS
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Life Sciences: CIO as the CEO of IT led Business
Like most other industries, the LS industry looks at Infrastructure Services as a
horizontal function that caters to the aggregated infrastructure technology and
services demand of the firm. However, it is imperative to look at the
infrastructure services demand as it relates to the LS value chain and its
subcomponents. The following image attempts to illustrate the extent to which
the value-chain elements, business imperatives, and data-management
mandates have driven the demand for Infrastructure Services.
The illustration shows that Infrastructure Services is not just a brick in the wall
when it comes to LS business imperatives – not just something hidden behind
the “boxes” of storage, compute, and network. Given the challenges being
faced by the industry and the scale of the global operations, CIOs will
increasingly rely on Infrastructure Services as one of the key enablers of
business imperatives, whether it relates to business agility, cost, efficiency, or
productivity.
Challenges facing the life sciences industry
The LS industry has traditionally relied on driving growth through blockbuster
drugs and products. This has brought it in direct conflict with increased scrutiny
and the efficacy mandate that FDA has been driving. The patent cliff faced by
(or facing) many of the blockbuster drugs has further exacerbated the problem.
These challenges have put R&D and clinical segments of the LS business under
pressure. The following picture illustrates the roller-coaster ride that the new
drug approvals have gone through, in the last 15 years.
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LIFE SCIENCES INDUSTRY: CIO AS THE CEO OF IT LED BUSINESS
Value-chain drivers of
Infrastructure Services adoption
in the life sciences industry
E X H I B I T 1
Source: Everest Group
Laboratory InformationManagement Systems(LIMS)
Lab automation anddevices
Clinical trials and data-management systems
Integrating ERP systemsand information system
Manufacturing-executionsystems
Demand & supplyplanning andsynchronization
Asset management
Plant automation
Sales target activitydashboards
Supply-chain strategyand planning
Sourcing andprocurement tools
Logistics, transportation,and global positioning
Sales-force training andperformance tracking
Pricing-analysisframeworks
Mobility and deviceservices
RFID solutions
Method developmentand validation
Safety-datamanagement solutions
Electronic data-capturesystems
Pharmacovigilanceanalytics and datamanagement
Data analytics
Business-informationmanagement
Batch review anddeposition
Sales & marketinganalytics
Business-informationmanagement
Quality testing, analysis,& documentation
Market informatics
Governance frameworks
CRM services
Electronic product code
ERP services
Master-datamanagement
Compliance analysisand reporting
Bio-informatics
Research portals
Collaboration wikis
Datacenters
Collaboration platforms and e-documentation
Databases, servers, and storage area networks
Service Integration and Management (SIAM)
Network services and helpdesk
Regulatory compliance and legal governance
Drug discovery/research
Clinical and pre-clinical trials
Manufacturingoperations
Marketing and salesSupply chain &distribution
NOT EXHAUSTIVE
Fu
nc
tio
ns
Te
ch
no
log
y v
ert
ica
lsH
ori
zo
nta
ls
High Medium Limited
Value-chain drivers of Infrastructure Services adoption in the life sciences industry
Adoption status
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This picture illustrates that while the drug approval numbers have fluctuated, the
R&D investments have steadily gone up. This has put significant pressure on
downstream operations to improve margins and generate cash flow for business
and R&D reinvestments. Though not highlighted as much, downstream effects of
this challenging situation have impacted other elements of the value chain, such
as manufacturing, supply chain, and sales & marketing. With margins under
pressure, outlook for blockbuster drugs diminished, and a nimble, competitive
landscape consisting of generics manufacturers eating up market share,
competition embracing the big data, advanced analytics journey, the LS industry
has its task cut out – drive costs down (improve profitability) improve process
efficiencies (productivity) and conduct business led technology transformation
(improve effectiveness). Hence, it is not without reason that CIOs in the LS
industry have their tail up. There is growing consensus among LS industry leaders
that technology has a key role to play in improving both, profits productivity and
effectiveness. And that is where the role of the LS CIO becomes critical.
CIO as the bridge between business and IT?
The growing focus on profits productivity and business relevance (effectiveness)
has driven the LS CxOs to persuade and enable all their business and operations
leaders to drive these mandates. Globally, “Business-IT alignment” as a concept
has been debated and explored for a while now. However, LS is only one of the
few industries (including banking) where CIOs need to think of business-IT
alignment as a Key Result Area (KRA). CIOs in the LS industry need to
contemplate driving this business-IT alignment by taking the profitability-
productivity-effectiveness challenge head on. The following image illustrates the
paradigm that should be explored by LS CIOs.
U.S. pharma R&D expenditure
vs. new drug approvals
E X H I B I T 2
Source: FDA; Pharmaceutical Research andManufacturers of America (PhRMA);Everest Group
37
2123
2630
38
29 29
24
31
35 3640
43
48 47 46
5149 50
27
37
2022
18
24 25
21
30
39
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
27
2013
New drug approvals (new molecularentities and biologic license applications)
U.S. pharma R&D expenditure (US$ billion)
51
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As can be seen, managing business service levels is becoming imperative for
CIOs. It is important to understand why this is so. This can be explained by the
following example.
Example
Situation: In an organization applications, databases, middleware, and hardware
had a 99% and above uptime service level attached to them. However, an
inventory order batch process failed three times in a month (out of a total of three
batch processes in a month), delaying the downstream manufacturing and order
replenishment process, and causing business delays and loss. The audit revealed
the following:
The first failure was due to a network downtime
The second one was due to an application error
The third one was due to a storage exception
On the surface: Overall, for the month, each of the above network, storage,
and applications still had 99% uptime
Reality check: Business service level of inventory processing failed 50% (three
out of six) of the time
The above situation brings to fore how IT service levels can be meaningless if they
do not align directly with the business service levels. Since there is no direct linkage
and dependencies between the two, such situations are bound to recur. Hence,
any thought process on business-IT alignment has to consider services integration
in a manner that directly links it to quantifiable business outputs, such as customer
requests handled, safety data reports submitted to FDA, and drug orders
processed. Hence, it is not without reason that process innovations in Infrastructure
Services are increasingly leaning towards integrated Infrastructure Services –
Business Profcess Services offerings. This integrated view can ensure that CIOs
have a handle on the entire spectrum of services levels, both IT and business.
However, CIOs thinking of business-IT integration as a KRA need to get the
following basic process improvements in place:
Simplification of the infrastructure consumption cycle (procurement,
management, and usage) to improve efficiency and process management
Improving predictability of operations to ensure business continuity and risk
management
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The profitability-productivity
roadmap of CIOs in the LS
industry
E X H I B I T 3
Source: Everest Group
Efficient andcommitted businessservice levels
Launch of productsand services byreduced time-to-market
Enable value-chainmandates
Automation
Integrated service levels
Domain centricity
Ease of consumption
Costs
Variability inprovisioning
Unpredictability ofdemand
Enable
Productivity
Drive
ou
tco
me
s
Re
gu
late
Pro
fits
Business-service level
expectations are increasingly
driving discussions towards
integrated Infrastructure Services
– Business Profcess Services
offerings.
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Without the above in place, initiatives on business-IT integration are likely to
remain a topic of pedagogy and it will be almost impossible to assign metrics
linking Infrastructure Services SLAs to business-IT KRAs. Hence, the way forward
is to build a roadmap that will enable the above.
Research shows that this roadmap consists of creating value in the following
categories of transformation, driven by increasing levels of automation enabling
both:
Technology transformation
Service transformation
Following sections of this report go through the intricacies of how CIOs can
enable this value creation.
Role of the LS CIO is to create
value for the entire value chain
through transformation
E X H I B I T 4
Source: Everest Group
Simplification
Predictability
AutomationSe
rvic
es tra
nsfo
rma
tio
n
Te
ch
no
log
y tra
nsfo
rma
tio
n
R&D
Clinical
Manufa
cturing
Sales & marketing
Supply
chain
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Value Creation through Technology Transformation
Users of technology in the LS industry are increasingly seeking transformation
that will provide them a technology-based environment that is both simple to use
and has a variety of relevant options. This has precipitated an opportunistic move
towards value-chain digitization, which is characterized by BYOD, SaaS-based
analytics, connected enterprise and other such service requirements that have
mushroomed into a significant challenge for the LS CIOs . As CIOs try to balance
the need for technology transformation and keeping the lights on, they feel most
challenged about the resources (infrastructure and people) that are required to
manage the growing size and variety of this new demand. What is interesting is
that the need for aligning to this user-demand is closely linked to business-IT
integration and IT led business models.
The growing intra-enterprise consumerism is an outcome of the growing need
users have felt for all the technology and innovation available in the market for
their day to day business needs. This, unfortunately, does not
translate/consolidate into an “enterprise-class” technology demand – something
that CIOs have traditionally managed. However, CIOs have started to take
notice, especially in the LS industry. They have started to collaborate with the
owners of lines of business and operations to understand their technology
consumption needs. Whether it is laboratory systems, bio-informatics, genomics,
sales analytics, or global procurement, CIOs are becoming increasingly
cognizant of the demand different categories of users generate.
While users may be able to work closely with CIOs in defining the business use
cases and demand, they still rely solely on the CIOs when it comes to their
infrastructure requirements. The growing commoditization of hardware,
complexities associated with its provisioning & management, and the seemingly
business-agnostic nature of Infrastructure Services gives it low visibility in the
larger user base. The CIOs understand that it is their responsibility to hand-hold
business users in appreciating and managing their infrastructure needs. In an
ideal world, this should have fairly easy. However, in an enterprise scenario,
enabling an integrated view of all technology components would be a good
starting point in ensuring a healthy business-IT integration.
Hence, the way forward for CIOs is to collaborate with the technology industry
and service providers in enabling layers of software-based functionalities that will
not only reduce people dependence but also enable business, application,
storage, compute, and network components to interact with each other. Due to
the value-chain-driven demand in the LS industry, buyers of Infrastructure Services
are increasingly demanding usage-dependent provisioning, flexibility, and agility,
while still expecting gold standards for data security. Hence, CIOs have a lot to
consider and design for, when it comes to the right Infrastructure Services strategy.
The evolution towards simplification and predictability of infrastructure services
would have to be driven by a technology transformation roadmap based on the
following:
A growing spectrum of
contemporary user requirements
does not consolidate into
“enterprise-class” demand that
CIOs have traditionally
managed.
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Converged infrastructure
If CIOs have to enable business-IT integration in Infrastructure Services, they need
to orchestrate various Infrastructure Services services through an integrated view
of storage, servers and compute; all of which could be virtualized, automated, or
both. Converged infrastructure is based on integrated provisioning and
management of the entire infrastructure stack. The convergence of the storage,
compute, and network stacks help reduce redundancies in resource utilization
and people. The mandate has to be driven by intelligent provisioning and
resource allocation based on workload pattern and organizational policies.
The job for CIOs is pretty much cut out if they have to enable integration. They
have to persuade users to make a move towards self-service catalogs, which in
turn are mapped to application & business requirements and SLAs. This is the
level of traceability that CIOs need to achieve for business-IT alignment. CIOs
understand that this can be achieved only by promoting hyper automation and
proactive management across performance, capacity, and availability. However,
users of these services cannot be practically expected to understand and
appreciate these intricacies. This is where the role of software-defined
infrastructure comes into play.
Software-Defined (SD) infrastructure
Software-defined infrastructure is revolutionizing the Infrastructure Services
landscape. This trend builds on existing technology and tools. However, it
encompasses the entire IT consumption food chain, and goes beyond just
technical implementations such as virtualization. The SD concept is based on
introducing user-focused logic in managing infrastructure, through the use of
software.
In the LS industry, where the business service levels are driven by various value-
chain elements, skills and software required for infrastructure management
services will have to invariably link back to these service levels. This is going to be
especially true in resource-intensive analytics that clinical trials and the helpdesk
services surrounding each stage of the trial require. It is not without reason that
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Technology transformation
should bring the systems layer
closer to the business layer
E X H I B I T 5
Source: Everest Group
High performance access
Real-time visibility (cost and care)
Simplified provisioning
Totally software-controlled
Linked to business applications
Standardized and simplified
Integrated view of Infrastructure
Services
Highly collaborative environment
Combined SLAs
Convergedinfrastructure
Software-definedinfrastructure
Cloud-basedinfrastructure services
Business layer
Systems layer
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R&D and clinical services are going to be key areas to significantly define how
infrastructure services will evolve towards “verticalization” in the LS industry. One
of the aspects of this move towards software-defined datacenters will be the open
standards and APIs that will allow niche and innovative players in the key areas
of LS value chain to come and code for efficiencies in managing the
Infrastructure Services resources. As components become standardized and
simplified, Infrastructure Services management will evolve towards total
virtualization and software-driven control.
This will allow CIOs within the LS value chain, whether R&D, manufacturing, or
supply chain, to keep a tab on the health of their entire applications-cum-
infrastructure portfolio through a single dashboard. Such an evolution would
create robust audit trails and visibility, linking all technology components directly
to the business components they are supporting.
Cloud-based infrastructure services
Software-enablement opens up vistas for transformation in Infrastructure Services
adoption. The key opportunity area for CIOs is to devise the right kind of
provisioning strategy based on a mix of public and private cloud. Many large
enterprises, including LS firms, are actively considering or have taken concrete
steps towards a long-term cloud-based Infrastructure Services strategy.
The key aspects that CIOs need to ensure are creating a demand map consisting
of the workloads (based on the requirements CIOs see emanating out from
various lines of operations/business such as manufacturing operations, clinical
trials, CRM. This is required in order to create a workload-based cloud adoption
strategy. A public, private, or hybrid cloud strategy will then entail working
through these workloads and identifying the right cloud partner for each.
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Transitioning to a future of
software-defined infrastructure
E X H I B I T 6
Source: World Bank
Increasing number of buyers
consider cloud services to be a
strategic differentiator
E X H I B I T 7
Source: Everest Group Cloud ConnectEnterprise Cloud Adoption Survey2014
Tuned for infrastructure towers
Significantly virtual yet labor-intensive
Heterogeneous and complex
Significant proprietary solutions
Present virtualization-defined infrastructure
Tuned for applications and services
Totally virtual and software-controlled
Standardized and simplified
Largely open standards
Future software-defined infrastructure
Cloud as a strategic differentiator2014; Percentage of responses
Cloud is a strategicdifferentiator
Cloud is an “IT opportunity”
100% = 52
56%44%
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While flexibility, scalability, and agility are the primary asks in any cloud
strategy, data privacy and security will be hygiene mandates that CIOs need to
drive in order to ensure a technology transformation that is both helpful and
secure. However, any successful technology transformation initiative will have to
be managed through the right tweaks in the services model.
Value Creation through Service Transformation
The key themes driving CIOs to think of a services maturity framework should
be based on the following business cases:
Service portfolio expansion: Demand value-added services and upskilling of
resources who work on Infrastructure Services
Services Integration And Management (SIAM): Reducing complexities arising
out of fragmented service management and multiple service providers
LS value-chain-specific Infrastructure Services: Align Infrastructure Services
to the need of users whose work requires intensive utilization of
Infrastructure Services
Service portfolio expansion
Commoditization of hardware has invariably led to sluggishness when it comes
to innovative service models in Infrastructure Services. As we noticed earlier,
disparate resource units and infrastructure categories, with their own SLAs, have
created enough challenges for CIOs to think of converged infrastructure as a
resort. However, creating an innovative technology infrastructure is one thing,
while efficiently managing it is something altogether different. There are
redundancies that need to be managed in incident management, helpdesk
services, application portfolio management, and business services. CIOs should
actively look at service providers who are willing to innovate on the following:
Upskilling: Reduce TCO through resources who can manage multiple layers
of services, rather than paying for multiple resources (even though cheaper
on an hourly basis). The growing demand for integrated L1.5 utility model is
a case in point, where the same service providers are upskilling L1 resources
to take up a large portion of L2 requests also. This not only reduces
redundancies but also makes incident management more efficient from the
perspective of better SLAs and/or response times
Application-infrastructure integration: The disconnect between application
and infrastructure management has been one of the key hurdles in driving
business-IT integration. CIOs should actively look at service providers who
can host and manage the entire stack – right from applications down to
infrastructure services, in a managed services model. In the LS industry, there
is a lot to be achieved when it comes to hosted application management, as
there is still a lot of work happening in the T&M model
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Service portfolioexpansion
Serviceintegration &management
LS value-chain-driven
InfrastructureServices
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Service integration and management
The need for service integration and management in the LS industry is
increasingly becoming palpable. Multi-vendor and multi-sourcing environments
across geographies and value-chain elements have created a behemoth
challenge for LS CIOs.
In such a scenario, LS buyers are unable to extract maximum value from their
multi-vendor relationships due to lack of integration and limited visibility and
accountability in their portfolio. Large pharma, especially those with operations
across U.S., Europe, and APAC, face this big challenge. Service Integration And
Management (SIAM) provides an effective option to CIOs to granularly manage
the overall sourcing activity and strategy.
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Tackling challenges in
multi-vendor and sourcing
environments
E X H I B I T 8
Source: Everest Group
Comparingperformance across
providers
Limitedstandardization across
tools and processes
Divergence frombusiness objectives
Assigning well-defined
accountability
Significantmanagement
overheads
Challenges inmulti-sourcing
High cost ofgovernance
Poor businesssatisfaction
Subscaled bestpractices
Value leakage
SIAM as an enabler to manage
complexity
E X H I B I T 9
Source: Everest Group
Ma
na
ge
me
nt
co
mp
lex
ity
Cyclical swing between consolidation and best-of-breed strategies
Consolidate providers, fragmented SIAM
ComprehensiveSIAMimplementation
Fragmented SIAM
Tipping point
Preferred / best-of-breedproviders
Ad-hoc VMO
Sole-source
Service demand
Past Present Future
Management complexity
Cost
Compliance
Documentation
Provider management
Service demand
Volumes
Technology
Agility
User experience
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While implementing SIAM, CIOs need to be cognizant of the following:
Provider responsibility: Buyers need to clearly demarcate and incentivize
SIAM provider to ensure neutrality of the SIAM function
Incentivizing providers: Incentive alignment should ensure collaboration
among service providers
Scope of services: Not all services may be amenable to SIAM. Buyers need
to carefully earmark services that should be part of the SIAM framework
SIAM risk management: It is imperative to ensure that SIAM providers
should not have disproportionate influence on buyer’s sourcing strategy or
provider relationships
Value-chain-driven Infrastructure Services
LS is one of the industries which presents a unique challenge for Infrastructure
Services because of its data storage, management, and analysis requirements.
Clinical data management especially, has created significant niche requirement
for helpdesk services associated with clinical data management systems such as
Oracle Clinical, Inform, Clintrial, and RAVE. Infrastructure Services
requirements in the LS industry are becoming unique because of the following
themes within the LS industry:
Clinical trials and data management
Pharmacovigilance analytics
Laboratory device management and automation
Drug RFID solutions and inventory management
Many LS companies actively engage with service providers to set up dedicated
LS Infrastructure Services CoEs. As the business-IT story matures, these
intricacies become more and more salient. Hence, CIOs will be required to
think of their Infrastructure Services strategy purely in terms of how their different
lines of business think about their operations and business outcomes.
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Automation as the Enabler of Transformation
Key tenets of technology and services transformation are critical in creating the
links required for business-IT integration. However, enabling predictability and
efficiency of services is a key ask in LS Infrastructure Services that needs to be
driven through automation. Automation is the key enabler that will drive the
mandate towards predictability and efficiency. The automation imperative has
to be driven by the following tenets of service transformation that CIOs need to
design and provision for:
Intelligent incident management: This requires ticket automation, event
automation, cognitive computing, and resource virtualization. CIOs in
various industries are driving adoption of autonomics (virtual engineers that
can capture and solve bottom-of-the-heap predictable incidents) that
introduce self-healing components into the incident management processes.
CIOs need to appreciate that such a move towards automation will have to
be driven via service orchestration – enabling an aggregated service
interface that can coordinate and manage multiple services and processes
Process automation: This in LS Infrastructure Services will result in increasing
usage of DevOps alongside the adoption of agile methodologies that can
result in faster time-to-market for initiatives that various value-chain-driven
lines of business are driving. LS CIOs need to drive this process automation
mandate in order to develop a business view of IT transformation
Change lifecycle management: This will entail taking an integrated view of
the change management lifecycle – from the introduction of change
requirements, to the implementation of configuration and release
management. The focus here should be on the evolution of the ITSM
practice, driven by reduction in manual effort. The CIOs’ mandate should
be on adopting technologies and products that understand and appreciate
the intricacies of the change management lifecycle within the LS industry
value chain
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Incidents
Process
Lifecycle
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Building a Roadmap for Integration
As CIOs think of owning and enabling the IT led business models, business-IT
interplay and deliver on business service levels, they will have to think of their
organization as a microcosm of the broader ecosystem. As the life sciences
industry goes digital in every sense, the value chain will increasingly demand
technology to partner its key strategic objectives. Hence, the dashboard of
imperatives that any LS CIO would need to look at has to be a value-chain
view of the organization. Even for Infrastructure Services, the picture of
adoption in Exhibit 1 should evolve into a next-generation view of how LS
enterprises would think of infrastructure services – not only what lies beneath
the boxes of server, storage, and network, but also what lies close to the
business objectives being aspired for by the value-chain elements.
Finally, the key imperatives that CIOs need to drive in order to achieve the
above would be the following:
Draw a corporate roadmap for creating direct linkage and put in place an
audit mechanism to link Infrastructure Services service levels with business
service levels, and eventually, business service levels with growth parameters
Evaluate and identify strategic partner(s) who can not only collaborate in the
services and technology transformation but also understand the business
domain well enough to guide in the IT led business model and business-IT
integration journey
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Dashboard for a CIO thinking of
Infrastructure Services as a
business strategy enabler
E X H I B I T 1 0
Source: Everest Group
Cloud-based simulationmodels
Electronic data-capturesystems
Synchronizing ERP andinformation systems
Facilitate regulatorycompliance
Electronic product code
Usage-basedinformation managementsolutions
Social-media presenceand engagement
Mobile anti-counterfeitdrugs identification
Real-time tracking oflogistics andtransportation
Predictive modeling tooptimize order fulfillment
Mobile apps
Informationdissemination
Mobility initiatives andpromotional campaigns
RFID solutions
Pharmacovigilance-driven processmonitoring
Unified planning, setup,& execution of clinicaltrials
Social collaboration withstakeholders
Model-outcomes testing
Centralized batchmonitoring
Patient and physicianoutreach
Mobility-driven real-timeelectronic research dataexchange
Mobile clinical-trialmanagement
Behavioral marketing
Tracking sales activity
Remote productmonitoring
Context-based services
Cloud-based portals for assembly/testing remotely-collected research and trial data
BYOD
Social media integration
Bundled PaaS solutions
Cloud-driven collaboration tools to engage stakeholders
Enterprise mobility
Information backup and recovery
Drug discovery/research
Clinical and pre-clinical trials
Manufacturingoperations
Marketing and salesSupply chain &distribution
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The business – Infrastructure Services dashboard for CIOs
r e s e a r c h . e v e r e s t g r p . c o m 1 5
About Everest Group
Everest Group is an advisor to business leaders on next generation global
services with a worldwide reputation for helping Global 1000 firms dramatically
improve their performance by optimizing their back- and middle-office business
services. With a fact-based approach driving outcomes, Everest Group counsels
organizations with complex challenges related to the use and delivery of global
services in their pursuits to balance short-term needs with long-term goals.
Through its practical consulting, original research and industry resource
services, Everest Group helps clients maximize value from delivery strategies,
talent and sourcing models, technologies and management approaches.
Established in 1991, Everest Group serves users of global services, providers of
services, country organizations, and private equity firms, in six continents across
all industry categories. For more information, please visit www.everestgrp.com
and research.everestgrp.com.
EGR-2015-12-E-1438
LIFE SCIENCES INDUSTRY: CIO AS THE CEO OF IT LED BUSINESS
For more information about Everest Group, please contact:
+1-214-451-3110
info@everestgrp.com
For more information about this topic please contact the author(s):
Jimit Arora, Vice President
jimit.arora@everestgrp.com
Abhishek Singh, Practice Director
abhishek.singh@everestgrp.com