Getting ready for the Future, the Case of Learning at Sanofi

LEADERSHIP

CLARITY

AWARENESS

Getting Ready for the Future, the Case of Learning at Sanofi

ACCESSIBILITY

ACCOUNTABILITY

CONSISTENCY

WE AREa global healthcare leader focused on patients' needs…engaged in research, development, manufacturing and marketing of health products, with a diversified offer of medicines, vaccines and innovative therapeutic solutions.

SHAPING TOMORROW'S LEARNING

WE AREa global healthcare leader focused on patients' needs…engaged in research, development, manufacturing and marketing of health products, with a diversified offer of medicines, vaccines and innovative therapeutic solutions.



THE LEARNING TECHNOLOGY

LEADERSHIP

CLARITY

AWARENESS

ACCESSIBILITYCONSISTENCY

ACCOUNTABILITY

Business imperatives

5

Reach & scalability

Compliance

Cost & duplication

Attracting & retaining

Critical capabilities

* Survey with over 1.000 employees

Biologics Market Access

Launch Excellence

Leadership

> 100M€ cash outEstimated > 600 FTE’s in L&DNo governance > 30 LMS’s

Need of a global validated Learning systemto reach 100% of the population

No harmonization of content

No harmonization of practices

Not able to reach salesforce that use only mobile devicesUnclear roles and responsibilities hinder scalability

The perspective of Sanofi employees*

62%of participants do not have a good overview of Sanofi’s overall training programs

only 56%of participants could find suitable training programs in current offer

for 63%of participants, it’s not clear where to find training information

56%of participants think the process is complicated

FDA inspection trends :In 2013, qualification and training was directly cited 230

times in FDA inspection reports to Pharma and Device

industries (13% of all findings)

Source : Major Healthcare Companies FCPA (corruption) Fineshttp://www.justice.gov/criminal/fraud/fcpa/guide.pdf

Major Healthcare Companies FDA Consent Decree Fines(source : http://www.fiercepharmamanufacturing.com)http://www.fda.gov/ICECI/Inspections/ucm381526.htm

Extract from resource guide to US Foreign Corrupt Practices Act :“DOJ and SEC will evaluate whether a company has taken steps

to ensure that relevant policies and procedures have been

communicated throughout the organization, including through

periodic training”


http://www.justice.gov/criminal/fraud/fcpa/guide.pdf

http://www.fiercepharmamanufacturing.com/

http://www.justice.gov/criminal/fraud/fcpa/guide.pdf

Simplification of the One LMS platform

6

Current Future

> 30 LMS’sNo governanceDifferent practicesDifferent support organizationsReduced scope – by activity of geographyValidated and non-validated systems

1 LMSSystem and content governance

Harmonized practices1 support organizations

Global scope – 100% of population1 validated system



THE INSIGHTS

LEADERSHIP

CLARITY

AWARENESS


ACCOUNTABILITY

What does the business tell us?

8

Interviews with senior leaders: 41 interviews

5 focus groups

Surveys with more than 1000 participants

A consistent feedback


From troubled water…

9

Because for some it’s very unclear what is available today

Because for some it’s perceived as old-fashioned

Because for some it’s not always motivating

Because for some it’s not making a difference

Awareness

Experience Engagement

RelevanceLearning

offertoday


…to new way of Learning

10

Clear link with the strategy

Tangible & resultsfocused

Stretching and engaging

Relevant and in line with employees reality

Embedded

Impactful Challenging

ConnectedNew way

of Learning


LEADERSHIP

CLARITY

AWARENESS


ACCOUNTABILITY


LEARNING STRATEGY & ORGANIZATION

In search of a sustainable organizational model for SANOFI

12

Today Tomorrow

As a SaaS solution, the One LMS won’t be sustainable with an individualized / decentralized model

Decentralized Federated

Centralized

Economy of scale/potential for shared cost

+

+

Localflexibility

-

-


Main Learning organization models - Examples

13

DECENTRALIZED FEDERATED CENTRALIZED

Learning managers

Requests management

Learning specialists

Offer management

Design of Learning programs

Learning administrators

Administration of the offer

Administration of the delivery

Corporate Learning

Local technologies

Learning managers

Requests management

Learning consulting for managers and employees

Group technologies

Corporate Learning

Group Learning

Program managers

CoE SSC

Program managers

Design

Services

Products



Administration of the technologies

Learning managers

Requests management

Group corporate Learning

Corporate technologies

Different groups responsible for separate audiences across the organization

Core and local groups, varying degrees of coordination across the organization

One core group, responsible for audiences across the organization

Less control / Higher cost More control / Lower cost

Learning CoE

Offer management

Design of Learning prgrams

SSC



Administration of the technologies

Business / Functions Group Shared Services


The pros & cons of each model

14

Decentralized

Federated

Centralized

• Limited direction from center• Relies on local leaders and specialists• Limited quality control,

alignment and implementation;

• Balanced direction from center• Standard offers from center

for target audiences• Scope for customization

• Clear direction and focus mandated by center

• Standard design and delivery

Autonomy, Agility, Ownership, Speed of innovation

Freedom in a framework: GLOCAL= Globally consistent with room for customization at local level; Good buy-in, less duplication

Speed, Alignment, Consistency

Duplication of offer and inefficient use of resources, customers may perceive a real (or imagined) unsatisfied demand, unclear offer

Complexity in a matrix

Reduced buy-in outside HQ, local needs often not addressed; Challenging follow-up and reinforcement cycles as managers not integrated into the definition of Learning needs

+ -


What model for our new way of Learning?

15

Less control / Higher cost More control / Lower cost

Different groups responsible for separate audiences across the organization

Core and local groups, varying degrees of coordination across the organization

One core group,responsible for audiences across the organization

DECENTRALIZED FEDERATED CENTRALIZED

What to bring to the center and what to keep in the businesses: a strategic decision

Our recommendation


VisionCreate a common

Vision for Learning & Development (L&D) to

support the development of skills and competences @

Sanofi

New Way of Learning – an integrated project

| 16

2014 2015/2016 2016/17 2017 …

Case for ChangeBuild and validate

Sanofi’s strategy for L&D in line with the

business needs Define priorities and

long/medium/short term plans

FoundationsCreate the basic

structure (organization processes and

services) to meet critical business needs regarding reporting and

compliance Global OfferingGradual deployment of defined organization,

products and services.

One LMS launch and made available to all

Sanofi employees with a set of global programs from Sanofi Academies

and Leadership Development offer

EfficiencyDecommissioning of

existing legacy LMS’s and gradually increase the

Learning offer in the platform.

Increase the performance of L&D organization to maximize its efficiency, effectiveness

and impact

2015

Solution choiceSelect an LMS platform

that fits Sanofi needs.A SaaS (Software as a

Service) Global Learning Management System that

complies with both regulated and non

regulated requirements

Design & SetupDesign needed governance,

processes, service model & resources.

Configure selected platform to match Sanofi Learning &

Development strategy


LEADERSHIP

CLARITY

AWARENESS

Thank you

ACCESSIBILITY

ACCOUNTABILITY

CONSISTENCY

Recruiting & HR

Getting ready for the Future, the Case of Learning at Sanofi