Healing with IT

On measuring IT performance

I think the key measurement lies in the delivery of projects on time. The
yardstick here for that should be the business value of the IT solutions
delivered. At Pfizer we are measuring the IT performance based on the benefit
realization matrix. The key aim here is to map the benefits of the solutions by
pre-empting the outcome. For instance, what will happen when the solution goes
live? Or who will measure the expectations? We are also creating a balanced
score card for IT. So, by these initiatives, we are taking a macroscopic view of
the whole organization and this enables us to monitor it on a monthly basis.

Significant IT decisions

ELearning is one of the significant decisions we had taken in the recent times.
We implemented the eLearning solution and passed on the benefits to the 1,200
sales force with the primary aim of boosting their medical knowledge. By using
the eLearning modules, the sales staff can familiarize with medical concepts and
they can speak more authoritatively with the doctors. The eLearning solution was
implemented in the second quarter of 2004 and it was a big success in the
company. This initiative was called Self Learning Assessment Module (SLAM).

The IT set up

Like any enterprise, Pfizer's IT infrastructure can be divided into two
layers. The first layer is the hardware where Pfizer goes by its global standard
of going for a particular hardware. The second layer is the application layer,
wherein we have various IT business enablers of which many are standard to all
Pfizer entities across the world. We do have some local solutions, for instance,
in the BI space. The BI solution is very different from the conventional
solutions, as it pre-empts the need and sends the required information on a
periodic basis. The paradigm here is more on 'pull' than 'push'. The
core business application is called MAPS. This is Pfizer's proprietary product
that is implemented in more than 80 manufacturing locations of Pfizer spread
across the world.

On the challenges

Technology is ubiquitous. The key challenge is to enable the business with
IT. I consider change management to be one of the biggest challenges confronting
the CIOs. For instance, when a technology is put into place, we often find
resistance for changes from the users. On the technology side, in the past,
running and managing disparate technologies has been a problem that has been
solved by concepts like consolidation etc.