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Strategic
MedicalStrategic
Marketin
g
BD PMO
Marketin
g
Analytics
Medical
Affairs
PORTFOLIO INNOVATION STRATEGIC WORKFLOW
GO
From Road65 game to PMO deployment (1)
During the game
One project
Full time team
members
In MAYOLY SPINDLER real life
Many projects to deal with in
parallel
Most people work both
on project-related activities
and non project-related activities
Conclusion of Road65 gameGood project management is based on
Project team dynamics and competencies
Management of interfaces
Control of quality, time and cost
From Road65 game to PMO deployment (2)
Running the right projects
Strategic alignment
Prioritization
Assessment versus
budget & competencies
MAYOLY SPINDLER performance
is partly based on
Running the right projects
Running them well
Running them well
Project Management Office (PMO)
dedicated
NPL Program teams
Dialogue organized between
NPL Program team managers
NPL Program team members
Operational team managers
Learning plan to support the Road65
way of working
Our Business:” New Product Launch”
New
Products
“New Product Launch Project”
New
Countries
Product
Extensions
Our Scope: The entire product launch value chain
Medical &
R&D.
Quality &
Procurement
Finance &
Legal
Marketing and
Sales
Product
conception(TPP)
Business
DevelopmentRegulatory
Affairs
Inbound &
Outbound
Logistics
Customer
VISION
NPL Project Excellence
1NPL projects delivered with superior quality and 100% on time
Focus our energy on value
2Increase average sales revenue/launch-1M€/launchIncrease profitability/launch
High Performance Teams
3Mayoly NPL Teams outperform the best competitors
Our Vision: 3 Key Pillars
MISSION
Strategic Plan 2016-2021 and beyond
1Deliver NPL projects in our current and future strategic plan(s)
Implement NPL project & portfolio Ecosytem
2
Implement a robust,structured and integrated NPL project and portfolio organization and management system
Focus project Teams on Efficency and Efficacy
3• NPL project goals and scope well
understood & managed by all actors & stakeholders
• Governance, Objectives & Training
Our Mission:
Portfolio Matrix
• High Growth Contribution
• Strong Strategic Potential
High Potential
• High Sales Contribution
• High Growth Contribution
• Strong Strategic Potential
Stars
• Low Sales Contribution
• Low Growth Contribution
• Low Strategic Potential
Low Potential• High Sales Contribution
• Low Growth Contribution
• Medium Strategic Potential
Notoriety
Gro
wth
Co
ntr
ibu
tio
n
Sales Contribution
High Potential
Gro
wth
Co
ntr
ibu
tio
n
Sales Contribution
Probiolog MeteoSpasmyl
Helikit
Eurobiol
Chophytol
Colchicine
PepsaneCalcidose
Mikicort
Cholurso
Colokit
AnodylMegamag
Transisoft
TerponePerubore
Portfolio Matrix Screening
• 7% of Current Sales(9M€ in 2015)
• 29% sales growth contribution (27M€ in 2021)
High Potential
• 5,5% of Current Sales(7,2M€ in 2015)
• 7,4% sales growth contribution (7M€ in 2021)
Low Potential
• 20% of current sales (26 M€ in 2015)
• 4% sales growth contribution (4 M€ in 2021)
Notoriety
• 68% of current Sales (88 M€ in 2015)
• 60% sales growth contribution (57 M€ in 2021)
Stars
Strategic Priorities
MTO line
Probiolog line
Cholurso
Hp (with Kibion)
Eurobiol & MS1819
Mikicort & MICI
Transisoft (Miralax)
Colokit
(+ Colchicine)
Global Products (GP)
Chophytol (Russia reference country)
Pepsane (Algery reference country)
Anodyl (UK reference country)
Terpone (Africa reference zone)
Iprikene (Mexico reference country)
Transilax (Mexico reference country)
Non-Global Products (NGP)
9 12
21 lines / products
France reference country
Euphon
Perubore
Aroma
MegamagOne
NauziaPhyto
Calcidose
Programs
How do we define projects at Mayoly?Program
A group of projects that share the same business/strategic characteristics: Meteospasmyl, Drugs, Selfcare, Probiolog & Dermoscosmetics
Project
Distinct product value chain characteristics that are shared amongst the subprojects(eg Babyspasmyl, Alverine, Nauziaphyto)
Subproject
• Product-Country coupling
• Distinct Launch Date & Value Chain
• The most important level of analysis
• Eg.Babyspasmyl Mexico
Our Project Funnel: Focus on Value
List of priority projects
Strategic
Fit
Growth
Contribution
Execution
Complexity
4
5
2
3
1
Highest
Lowest
Project Funnel: Sales Growth Contribution
<0,3% 0,3%-0,5% 0,5%-1% 1-3% >3%
1 2 3 4 5
% Sales Growth Contribution
Project Funnel: Execution Complexity
* Excluding MA time and quality of our dossiers
Execution Complexity*
Existing product new country/new
market-internal production5
Existing product new
country/new market-external
production
4
Product Search3
Pharmaceutical
development(formulation
&packaging)
2
Pharmaceutical development
(formulation &packaging,
clinical development)
1
Projects:Cholurso, Meteospasmyl, Chophytol etc.
39
39
205
69M€
SubprojectsProduct-country couplings:eg. Meteospasmyl Turkey, Dolospasmyl France etc.
Sales Revenue 2021Sales revenue generated in year 5
205
69M€
Pre-Funnel Situation:
Average Revenue/Subproject
336K€
65M€
33
149
Example textGo ahead and replace it with your own text.
Projects:Cholurso, Meteospasmyl, Chophytol etc.
33
SubprojectsProduct-country couplings:eg. Meteospasmyl Turkey, Dolospasmyl France etc.
Sales Revenue 2021Sales revenue generated in year 5
149
65M€
Average revenue 2021/subproject
436K€
Result: Increase in average revenue/subproject:
EXAMPLE TEXT
11
24
113
Already Launched• 11M€ sales revenue 202111
Awaiting GO-Decision5 M€ sales revenue 2021
Active subprojects49M€ sales revenue 2021
24
113
Focus on high value projects with relative ease of
execution:
OUR PRIORITY!
“A team is not a group of people who work together. A team is a group of people who trust each other” Adopted by Pascal Fruit & Valentin Valcic
Our Guiding Principle…
25 “phase-related” Team Members intervene in different phases of the project
5 Programmes
• Meteospasmyl
• Drugs
• Self-Care
• Probiolog
• Dermocosmetics
58 Team Members
• 14 Departments
• 23 members/ program
25 Core Team members
Permanent members
25 Core Team Members
8 Ad-Hoc members
On demand NPL project participation
Our Teams:
NPL Program Mission:
Working groups Interim teams Potential team Real team High Performance Team
Impact on
performance
Team effectiveness
1
Leadership
NPL Program Manager
5 Key Dimensions of our Programs
that will ensure team
effectiveness
2
Accountability
Role of Program Team Members & Departement Heads
3
Goals
Clearly Defined, understood & tied to yearly objectives
4
Way of working
Project Rigour,Decision Maps,Adequate Training
5
Meetings
Focused discussions, joint problem solving; Effective team member presence
NPL Programs designed to produce Team Effectiveness:
65
M€ Head of
Department
Team member
PMO
Team Member
• Represents her departement in the NPL program & represents NPL program in her department
• Ensures that the activity concerning her department is implemented and finds alternative solutions if necessary
Head of Departement
• Organises her department to ensure functioning of both NPL & “Day-to-day” business
• Is accountable for objectives of the NPL project
• Manages team members with input from NPL program managers
PMO
• Partnership with head of departements to ensure effective execution
• Shared objectives
• NPL program managers lead the team members
HD-TM-PMO axis is the key driver:
NPL Programs Key Milestones 2017:
Programs Roll out
March 2017
Challenges
Identification of key challenges for active projects
(June 2017)
New Product Launch Excellence Training Program
Kick off 21/02/17
Programs
Operational
May 2017
Products launched on time
July 2017
One step further to our vision
2017 Sales targets reached
2018 Key milestones achieved
.
NPL Programs