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8/12/2019 3071a Art Liem Final
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Using Hyperion Performance Scorecard toDrive Continuous Improvements at Pfizer
Art Liem, Associate Director, Pfizer, Inc.
Session #3071A
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Agenda
1) Provide a brief overview of Pfizer and PfizerGlobal Research & Development
2) Demonstrate how PGRD uses HyperionPerformance Scorecard to drive ContinuousImprovement
3) Introduce Total Score Management the processPGRD uses to operationalize scorecards
4) Review our Lessons Learned
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Agenda
1) Provide a brief overview of Pfizer and PfizerGlobal Research & Development
2) Demonstrate how PGRD uses HyperionPerformance Scorecard to drive ContinuousImprovement
3) Introduce Total Score Management the processPGRD uses to operationalize scorecards
4) Review our Lessons Learned
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Who is Pfizer?
Pfizer is the third largest company in the US* and the largestpharmaceutical company in the world
*Based on market capitalization as of 10/20/03
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Pfizers Top-Selling Products
14 Top-sellingPharmaceutical Products
Lipitor
Norvasc
Celebrex
Zoloft
Neurontin
Viagra
Zithromax
Diflucan
Xalatan
Detrol
Camptosar
Genotropin
Medrol
Mirapex
PfizersConsumer Healthcare Brands
Listerine
Nicorette
Benadryl
Sudafed
Rogaine
Ludens
Dramamine
Zantac 75
Visine
Lubriderm
Neosporin
BenGay
e.p.t
Pediacare
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Pfizers R&D Division
Pfizer Global Research & Development (PGRD)provides the engine for Pfizers future growth PGRD is responsible for discovering and developing new
and innovative medicines
PGRD overview: 5 major R&D sites in the United States, Europe, and Asia Over 14,000 employees Operating budget of nearly $6 billion
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PGRD Operations (Legacy Pfizer)
Site A
Business ProcessesGovernance ModelsStrategic Initiatives
IT Systems
Site C
Business ProcessesGovernance ModelsStrategic InitiativesIT Systems
Site B
Business Processes
Governance ModelsStrategic InitiativesIT Systems
Site D
Business ProcessesGovernance Models
Strategic InitiativesIT Systems
Distinct, Disparate Site SilosDistinct, Disparate Site Silos
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PGRD Operations ( New Pfizer)
PGRD Operations maintain site individuality whi le integrating processes, systems,
and governance models to achieve optimal service delivery.
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Agenda
1) Provide a brief overview of Pfizer and PfizerGlobal Research & Development
2) Demonstrate how PGRD uses HyperionPerformance Scorecard to drive ContinuousImprovement
3) Introduce Total Score Management the processPGRD uses to operationalize scorecards
4) Review our Lessons Learned
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PGRD Operations Objectives
Drive the success of our internal customers(researchers) by delivering services that enhancetheir productivityYield a state of Balanced Excellence across allsites and functions: Focus on optimizing across five balanced domains:
Financial, Customer, Services, Processes, and People(Learning & Growth)
Establish a culture focused on ContinuousImprovement
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Getting There
We will meet these organizational objectives byleveraging the following:
A new, enterprisewide Strategic Framework thatensures global alignment with organizationalobjectives
A new Operating Model that encourages andfacilitates cross-site collaboration and knowledgesharingA comprehensive initiative, Project GLOBE , that
leverages the Balanced Scorecard and othertechniques to drive Continuous Improvement
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Static
Dynamic
Vision
SLAsScorecards
Strategic Objectives
Mission
Employee goals,training &
development plans
Goals
Project #1
Project #2
Project #3
Project #4
DivisionalLevel
FunctionalLevel
Step #1 Strategic Framework
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Step #2 Operating Model
Site Networks
La JollaLa Jolla St. LouisSt. Louis KzooKzoo Ann Arbor Ann Arbor Groton/NLGroton/NL Sandwich/NagoyaSandwich/
Nagoya
Environmental Health & Safety
Facilities Management & Engineering
Operational Services
Project Engineering
Security
Strategic Facilities Planning
Center Functions
Capital FacilityPlanning
Capital FacilityPlanning
EnterprisePerformance
Management
EnterprisePerformanceManagement
Divisional EHSDivisional EHS
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Step #3 Project GLOBE
BalancedExcellence
OptimizeCustomerSatisfaction
Financial
ResultsProducts &Services wedeliver
Our InternalProcesses
Learning &Growth of ourorganization
MeasurePerformance
ID ImprovementOpportunities
ImproveProcesses
C o n t i n u o u sC o n t i n u o u s
I m p r o v e m e n t I m p r o v e m e n t
Strategic Filtering
PfizerPerformance
Scorecard
Balanced Scorecards
BenchmarkingProcess Mapping
BalancedExcellence
OptimizeCustomerSatisfaction
Financial
ResultsProducts &Services wedeliver
Our InternalProcesses
Learning &Growth of ourorganization
MeasurePerformance
ID ImprovementOpportunities
ImproveProcesses
C o n t i n u o u sC o n t i n u o u s
I m p r o v e m e n t I m p r o v e m e n t
Strategic Filtering
PfizerPerformance
Scorecard
Balanced Scorecards
BenchmarkingProcess Mapping
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First 100 Days
1EstablishStrategic
Framework
Organizational Vision& StrategyComprehensiveStrategy MapCustomer ValueProposition
First 100 Days
2Deploy
OperatingModel
New OrganizationalDesign that PromotesIntegration of PGRDSitesFormation of SiteNetworks Aimed atDriving Migration toBest PracticesNetwork GoalDocuments
3 Months 6 Mos. 2 Years
3Implement
Project GLOBE
Balanced Scorecards(w/ automatedcollection &deployment)Process Maps for AllFunctional AreasStrategic FilteringProcessChange ManagementProgramsCommon & ConsistentProcesses & Systems
B a
l a n c e
d E x c e
l l e n c
e
B a
l a
n c e
d E x c e
l l e n c
e
S t e p
K e y
D e
l i v e r a
b l e s
ACHIEVED WITHIN 60 DAYS
3
Roadmap to Balanced Excellence
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Leading Indicators Lagging Indicators
Internal Perspective Supports: External Perspective Supports:
Continuous ImprovementShared Learning & CollaborationAccountability & Transparency
Competitive BenchmarkingCustomer SatisfactionMeaningful Cost Allocations
Leading Indicators Lagging IndicatorsLeading Indicators Lagging Indicators
Inputs
Inputs
Outputs
Outputs
Internal Perspective Supports: External Perspective Supports:
Continuous ImprovementShared Learning & CollaborationAccountability & Transparency
Competitive BenchmarkingCustomer SatisfactionMeaningful Cost Allocations
PGRD Operations Balanced Scorecard
InternalProcess
Learning &Growth
Customer
Products &Services
Financial
Our Processes
Our People
Our Services
Our Financials
Our Customers
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How Are Scorecards Used?
Executive Leadership: Provide a comprehensive,
balanced overview ofbusiness performance Enable hierarchical
drill-down to root cause(s)
Provide a comprehensive mechanism for tracking (ata high-level) business initiatives and projects
Ensure aligned employee behaviors and activitiesthrough developing and managing performancetargets
EnterpriseEnterprise
BusinessUnit (BU)BusinessUnit (BU) BusinessUnit (BU)
BusinessUnit (BU)
Site BUSite BU Site BUSite BU
Down
Down
Cascade
Scorecard
EnterpriseEnterprise
BusinessUnit (BU)BusinessUnit (BU) BusinessUnit (BU)
BusinessUnit (BU)
Site BUSite BU Site BUSite BU
Down
Down
Cascade
Scorecard
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How Are Scorecards Used?
Site Employees: Provide a clear line of sight
into how day-to-day activitiesare linked to overall strategicobjectives
Identify process improvement opportunities throughapples-to-apples comparison of performancemetrics
Enable collaboration and sharing of internal/ externalbest practices
EnterpriseEnterprise
BusinessUnit (BU)BusinessUnit (BU)
Site BUSite BU
Scorecard
Cascade
Up
Site BUSite BU
BusinessUnit (BU)BusinessUnit (BU)
EnterpriseEnterprise
BusinessUnit (BU)BusinessUnit (BU)
Site BUSite BU
Scorecard
Cascade
Up
Site BUSite BU
BusinessUnit (BU)BusinessUnit (BU)
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How Are Scorecards Used?
E x c e s s
R e s o u r c e s :
I n v e n
t o r y ,
C a
p i t a
l , H e a
d c o u n
t
LateDeliveries
ExcessSpace
PoorQualityCustomer
Complaints
Scorecards are used to increase visibility ofimprovement opportunitiesallowing the
water level to be lowered slowly.
FrequentChangeOrders
ReactiveMaintenance
LongQueues
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Scorecard Systems Architecture
DataRepository
OFAR Application
Balanced Scorecard
Transactional Data Analytical Information
TM1
OtherSources
DataRepository
OFAR Application
Balanced Scorecard
Transactional Data Analytical Information
TM1
OtherSources
D a t a
S c r u
b
D a t a
S c r u
b
Pfizer Performance ScorecardCMMS
OLAP Tool
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The Goal of Automation
Finding/Accessing the Data
Determining what it means
Taking Action, Making decisions
Action!
Past Goal
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Scorecard emonstrationcorecard emonstration
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Identified
performance concern;drill for details or to
collaborate
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Agenda
1) Provide a brief overview of Pfizer and PfizerGlobal Research & Development
2) Demonstrate how PGRD uses HyperionPerformance Scorecard (HPS) to drive ContinuousImprovement
3) Introduce Total Score Management theprocess PGRD uses to operationalizescorecards
4) Review Lessons Learned
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What is Total Score Management?
TSM ensures that scorecards are fully integratedinto strategic and operational business planning
TSM drives: Accountability Clarity (on priorities, management expectations, etc.)
Healthy Internal CompetitionTSM is effective because it is simple
Performance is managed and evaluated basedon only one scorecard metric Total Score
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Sample Scorecard
Total Score
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Expectations DrivenExpectations Driven(Management Levers)(Management Levers)
Performance DrivenPerformance Driven
Scorecard Variables
All functional areas have a Total Score target of 90
Total Scores are influenced by five variables:Actual Results
Target Values
Zero-Result Values
Measure Weightings
Perspective Weightings
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Sample Scorecard
Note Change in Total Score
Actual Results areUnchanged
Change inTotal Score isattributable to
a change in
Weightings
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In Summary
Long-term sustainability of scorecards (and aContinuous Improvement culture) is predicated on:
Relevance
AccountabilityAutomation
Senior Management CommitmentSenior Management Commitment
(HPS)
(Strategic Framework)
(TSM)
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Agenda
1) Provide a brief overview of Pfizer and PfizerGlobal Research & Development
2) Demonstrate how PGRD uses HyperionPerformance Scorecard to drive ContinuousImprovement
3) Introduce Total Score Management the processPGRD uses to operationalize scorecards
4) Review Lessons Learned
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Lessons Learned
Over-communicating is not possible Provide a road map to those affected by the initiative
(e.g., the PITA curve)Walk before you run A manual data collection and population effort should
precede automation
When its time to run, dont run alone Ensure joint accountability between both business and
IT leaders Carefully select a vendor that is willing and able to
assume accountability for your success
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Using Hyperion PerformanceScorecard to Drive ContinuousImprovements at Pfizer Brett A. Dibkey, Senior Director, Pfizer, [email protected]
(860) 732-8345Art Liem, Associate Director, Pfizer, Inc.
[email protected](860) 732-6960
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Session #3071A