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Strategic Approach to Information Content Acquisition

Strategic Approach to Information Content Acquisition. by Armand Brevig Global Category Leader, Scientific & Business Information armand.brevig@astrazeneca.com. Who Has Time to Think of Strategy…?. Reactive approach driven by vendor renewal cycles and workload Conflicting interest internally.

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Strategic Approach to Information Content Acquisition

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  1. Strategic Approach to Information Content Acquisition by Armand Brevig Global Category Leader, Scientific & Business Information armand.brevig@astrazeneca.com

  2. Who Has Time to Think of Strategy…? • Reactive approach driven by vendor renewal cycles and workload • Conflicting interest internally

  3. …Who Can Afford Not to…? Competitive forces Show me the value! No budget increase this year either…

  4. Empowering Your Organisation • Sponsorship • Governance Models • Developing Strategy • Value Drivers • Strategy Alignment • Delivering Value • Portfolio Management Process • Examples

  5. Influence Support Empowering Your Organisation - Sponsorship • High level business case – “horror stories” • Know your stakeholders • Buy-in and contracting

  6. Empowering Your Organisation - Governance • Corporate culture: • Centralised v. Decentralised • Mandate v. Consensus Key Stakeholders Key Stakeholders Central Information Acquisition Unit Steering team Key Stakeholders

  7. Developing Strategy Corporate vision / strategy Key Customer vision / strategy Dissemination Unit vision / strategy Shared Information Acquisition vision/ strategy Consensus of key value drivers

  8. Developing Strategy To create a competitive advantage by driving the way AZ licenses, manages and exploitspublished information content Information content acquisition VISION Optimise resources spent on contractual work/ negotiation Demand Management, Workflow Integration & Extend reach Increase Value / Manage Costs Vendor Relationship Management VALUE DRIVERS Value for money above industry average Balanced resource allocation to maximise ROI Leverage and streamline key vendor relationships for added value Enhance decision making processes STRATEGIC OBJECTIVES

  9. Developing Strategy Avoiding “strategic drift”… Management preferences Vision Resources Supply Market Internal Customers Organisation

  10. Deliver Value – Portfolio Management Process XYZ Project ABC Project 123 Project ΦΩζ Project ÆøÅ Project ڪڜٮ Project Portfolio review mtng. XYZ Project ABC Project 123 Project ΦΩζ Project ÆøÅ Project Portfolio review mtng./Opportunity brainstorming for following year. Dec Jan Nov Feb New Oct Mar • Align with business cycles • ROI Maximisation Sep Apr Portfolio review mtng. Aug May Jul Jun Portfolio review mtng.

  11. Deliver Value - Examples • Cost containment project • Resource streamlining project • Vendor relationship management pilot

  12. Conclusion • Strategic approach is necessary to deliver sustained value • Change occurs when: V x D x S > R • Active sponsor is key • Be pragmatic – adjust to your corporate culture / environment

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