Global Performance Optimization

How to manage global change in a company that operates locally?

The challenge

For Novo Nordisk, reporting with traditional KPIs, LIMITED INSIGHTS and provided no portfolio view.

There was a tangible uncertainty regarding the value of launch report with stakeholders.

Issue with burning the platform to update content prior to product launches.

50-70%

cost saving potential

Identified a cost saving potential on external market data purchase of 50-70% of weekly budget

The approach

1:1 INTERVIEWS WITH 11 KEY STAKEHOLDERS
to assess four key project drivers:

1) Tracker value today, including
overview of relevant KPIs and platforms.

2) Opportunities to reduce data cost.

3) Potential external pre-launch KPIs,
including attractiveness of each KPI.

4) Blueprint for changes required to
deliver additional insights post-launch.

2.25 MIL.

DKK potential annual savings

The outcome

IDENTIFIED A STRONG NEED TO IMPROVE THE LEVEL OF INSIGHT in the tracker through improved qualitative insights and additional focus on patient & market access data.

Identified a cost saving potential on external data sources of 50-70 % of weekly budget; amounting to a potential 2.25 mDKK in annual savings.

External pre-launch KPIs should not be used directly in the tracker, due to limited value or cost/compliance barriers.

Identified needed changes and established actionable roadmap.

Cases

Next Level Business Intelligence

Nordisk Film

Global BI & Analytics Strategy

LEO Pharma

Managing Change Engagement

Maersk Line

Global Business Intelligence

Maersk Oil

Increasing User Adoption

Maersk Oil

Creating Business Insights Portal

Novo Nordisk

Value in Strategy Execution

Ramboll

All cases