11

Our Agenda for TodayOur Agenda for Today

Pfizer as a Business Information Technology’s Leadership Role

in Times of Great Change

2

Pfizer Inc

2004/2005

33

Where We’ve Come FromWhere We’ve Come From

Founded in 1849 by Charles Pfizer and Charles Erhart in Brooklyn, NYFounded in 1849 by Charles Pfizer and Charles Erhart in Brooklyn, NY

First Product – Santonin Almond-ToffeeFlavoring Shaped Into a Candy Cone

Charles Pfizer Charles Erhart

44

Where We’re GoingWhere We’re Going

“We have before us the opportunity to become an enduring leader, contributing more to human health than any company in history.”

Hank McKinnellChairman of the BoardChief Executive Officer, Pfizer Inc

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Our PurposeWe dedicate ourselves to humanity’s quest for longer,

healthier, happier lives through innovation in pharmaceutical, consumer, and animal health products.

Our MissionWe will become the world’s most valued company to patients, customers, colleagues, investors, business partners, and the communities where we work and

live.

Our VisionOur Vision

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Connected to Our VisionConnected to Our Vision

Our ValuesLeadership

Performance

Integrity

Respect for People

Teamwork

Customer Focus

Community

Our Leader Behaviors

Innovation

Sustain Focus on Performance

Create an Inclusive Environment

Encourage Open Discussion and Debate

Manage Change

Develop People

Align Across PfizerQuality

Beyond

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The Power of PfizerThe Power of Pfizer

Strong Performance

14 #1 medicines 16 medicines >$500 million in 2003 43 medicines >$100 million in 2003 Expertise in lifecycle management

Largest, most-admired field forces 122,000 colleagues worldwide World’s largest privately funded biomedical R&D

organization Well-known consumer brands such as Listerine,

Lubriderm, Rogaine and Visine

$7.9 billion R&D spend projected in 2004 225 projects in development Major R&D centers in USA, Europe and Japan.

Based on 9 core values, 6 leader behaviors Successful team-based partnerships Science-based, performance-driven Innovative

Powerful Product Synergies

Enhanced Global Reach

High Quality R&D

Leading Corporate Culture

1. 2003 Annual Report

2003 revenues: $45 billion1

World’s largest, most valuable research-based pharmaceutical company

Largest in human health and animal health, second in consumer health

1

88

Focus on Human and Animal

Health Care Products

16 State-of-the-Art Research &

Development Campuses

122,000 ColleaguesWorldwide

Sales in 150+Countries

81 Manufacturing Facilities

in 37 Countries

New London (PGRD HQ)

New York(Pfizer Inc HQ)

A Global Health FirmA Global Health Firm

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AriceptCelebrex DiflucanLipitorNeurontin NorvascViagra XalatanZithromax ZoloftZyrtec

Consumer Health Care

Animal HealthRx Pharmaceuticals

BenadrylCortizoneDesitinEPT ListerineLubridermNeosporin NicoretteRogaineRolaidsSudafed Visine

Clavamox/Synvlox DectomaxEquimaxExcenel/NaxcelRespiSure/Stellamune

RevolutionRimadyl

An Extensive Product PortfolioAn Extensive Product Portfolio

*Source: IMS

43 Medicines over $100 million*

9 Brands over $100 million

Key Products

10

Business Performance

1111

Pfizer Inc Revenues by Major Business UnitPfizer Inc Revenues by Major Business Unit

$39.6B

$3.0B

$1.6B$1B

2003 Pro Forma Total Revenues = $45.2B*

Consumer Healthcare (PCH)

Pfizer Animal Health(PAH)

Capsugel and Other

Pfizer Global Pharmaceuticals

(PGP)

Source: 2003 Annual Report / Pfizer Finance *Pharmacia revenues included post close of merger in May 2003

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A History of Revenue GrowthA History of Revenue Growth

11990 Pfizer Annual Report22000 Pfizer Annual Report, includes Warner-Lambert acquisition32003 Pfizer Annual Report, includes Pharmacia acquisition as of May 2003

19901 20002 20033

50%

18%

7%17%8%

77%

4%11% 8%

87%

8%3%

2%

Total Revenues:$5.9B

Total Revenues:$29.6B

Total Revenues:$45.2B

Rx Pharma

Animal health

Capsugel & Other

Consumer Health

Non-Healthcare

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$167 $173$185

$207$227 $230

$247

$302 $305

$347

MicrosoftGeneralElectric

Wal-Mart ExxonMobil

Citigroup PfizerBank ofAmerica

IntelCorp.

AmericanInt’l

Group

HSBCHoldings

Strong Market CapitalizationStrong Market Capitalization$ B

illion

s

Yahoo Finance, 05 August 2004

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Corporate Citizenship Corporate Citizenship

Operationally, this means: Advancing good health Engaging stakeholders in

dialogue Protecting the environment Excelling at good corporate

governance

Corporate Citizenship defines our role in the local and global community, and how we strive to conduct business responsibly in a changing world.

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Access to Medicines

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Bringing Medicines to People in NeedBringing Medicines to People in Need

In the US: Pfizer Helpful Answers — A single point of entry to help

patients find the program that works best for them

Pfizer Pfriends — Launched in 2004 to meet the needs of the uninsured. Regardless of age or income, anyone without prescription drug coverage can save on Pfizer medicines. For some it will reduce their costs by more than a third.

Connection to Care — Working with physicians, Pfizer helped over a million people gain access to medicines last year alone.

Sharing the Care — In partnership with community health centers, has filled more than 6 million prescriptions, worth more than $350 million, for over 2 million low-income, uninsured patients

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Bringing Medicines to People in NeedBringing Medicines to People in Need

Around the World: The Diflucan Partnership Program provides

Diflucan free of charge and supports the training of health care professionals in the diagnosis and treatment of fungal opportunistic infections. The program serves nearly 100,000 patients, at close to 1,000 sites in 23 countries

The International Trachoma Initiative provides Zithromax donations to Ethiopia, Morocco, Tanzania, Egypt, Sudan, Vietnam, Mali, Ghana, Nepal and Niger, with plans for expansion to additional countries. The goal is to eradicate Trachoma, the leading cause of preventable blindness by 2020

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Where We’re GoingWhere We’re Going

“We have before us the opportunity to become an enduring leader, contributing more to human health than any company in history.”

Hank McKinnellChairman of the BoardChief Executive Officer, Pfizer Inc

19

Information Technology at Pfizer

2020

What Does Great IT Look Like?What Does Great IT Look Like?

IT has a Unique Leadership Role to Play in Organizational Transformation

DIMENSION LESS THAN WORLD CLASS WORLD CLASS

Relationship withthe Business

ApplicationPortfolio

TechnologyInfrastructure

OrganizationStructure

SpendingHabits

Poor credibility, or ordertakers – all about speed,quality, and cost.

Functional silos by business unit (and/orfunctions).

Leadership role in applying technology tokey processes (customers, suppliers, integrated “back office” employees).

Well defined common data, layered architecture up to business logic and user interface. Explicit agreement on what is “enterprise-wide.

Data movement (e.g., EAI) infrastructure, continuous improvement around costs, layered and flexible.

Common governance structure, including technology, data, application architecture, spending, people. Focus on leadership as well as skills.

Stable level of IT investment, with continuous cost reduction in the “base,” and well defined portfolio management process.

Silos by technology,business, or function.

Silos for technology, applications anddata. Focus on skills.

Highly variable dependingon business conditions.

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What’s Needed Is a Way to Accelerate Organizational Alignment, Where Appropriate

and Make Change Happen Faster….

But How?

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Pfizer’s IT Organizational StrengthsPfizer’s IT Organizational Strengths

Extremely bright capable people Strong performance culture Strong understanding of the business and

technology Extraordinary capacity for innovation

IT Mirrors the Rest of Pfizer – Incredible People

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Pfizer’s IT ChallengesPfizer’s IT Challenges

Not always seen as partners with other business leaders

Strong culture of decentralization Two huge acquisitions in four years, resulting in

incredible diversity of processes, systems, and infrastructures

Alignment Around a Common

“Platform for Innovation” is Critical

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What Are the Steps in This Leadership Development Process?What Are the Steps in This Leadership Development Process?

1. Senior Team Alignment

2. Development of a Strategic Business Framework for Information Technology

3. Teach the Framework, get alignment and ownership

4. Run Critical, Performance Leadership Projects

5. Repeat Step 4, at least once or twice per year

“Credit Where It Is Due”

The Leadership Engine, 1997, Noel Tichy

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What Are the Steps?What Are the Steps?

1. Senior Team Alignmenta. Can start inside or outside IT

b. A shared set of strategies, or “ideas” in Tichy’s terms

c. A common set of operationalized values, or Leader Behaviors in Pfizer terms

2. Development of a Strategic Business Framework for Information Technology

a. Aligned with business strategy

b. Clear strategies (5-year review)

c. Clear metrics

d. Long term goals

e. Short term goals (1-year horizon)

Really Very Simple

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What Are the Steps?What Are the Steps?

3. Engage and Teach the Next Group of Leadersa. Refine the strategic business frameworkb. Develop short term objectives and owners

4. Run Cross-Functional Performance Leadership Projects

a. Select some of the top talent you want to invest in and develop

b. Select 4 to 6 projects composed of some of your most important work – staff with “balanced teams”

c. Designed toi. Get your most important work doneii. Develop some of your best or emerging talentiii. Begin to transform the organization

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What Does the Organization Get From the PLP Process?What Does the Organization Get From the PLP Process?

Critical work gets done in a 90-120 day window Organizational silos for participants begin to

break down Senior team develops as teachers and sponsors Actionable quantifiable results are produced Organizational alignment occurs

Accelerated Results and

Organizational Change

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What Do the Participants Get From the PLP Process?What Do the Participants Get From the PLP Process?

Shared leadership training Cross-functional, cross business unit knowledge Relationships with other “movers and shakers” Stakeholder management training

Feedback, Feedback, Feedback

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“Line of Sight” Is Critical for All Pfizer Colleagues“Line of Sight” Is Critical for All Pfizer Colleagues

Long Term Strategies

and Measures

Short Term Objectives

ITLT Strategy

Beyond #1

Strategic Imperatives

• Value provided through products

• Flow of medicines through R&D

• People and talent development

• Adapting to Pfizer’s new scale

• Influencing external environments

• Core Infrastructure

• Transactional applications

• Security

• Enterprise Data Management

• Governance

• Talent management

• Improve Service Quality

• Enable Global Application Service Delivery

• Improve Operational Efficiency

• Improve Agility

• Maintain a Secure Environment

• Develop People