KNOWLEDGE MANAGEMENT CASE STUDIES AND
TECHNOLOGIES
1. Background and motivation:
The evolution of Aspen Pharma care Holdings Limited from its origins less than 20years ago is a success story worthy of analysis. Aspen began trading in 1997 as as small pharmaceutical business managed out of a suburban house in Durban,South Africa and by 2004 had achieved revenues of R2,2 billion. Aspen has now grown to become a global company with offices in approximately 50 locations across the world and revenues of R29,5 billion in 2014. Given the rapid and sustained growth achieved by Aspen over the past 11 years (2004 – 2014), the main aim of this study was to identify and analyses the growth strategies adopted by Aspen over this time period.
2.Strategic objectives:
The main purpose of this
study was to identify and analyses the growth strategies
adopted by Aspen during the
period from 2004 to 2014.
Businesses and their
leaders are faced with a paradoxical challenge. On the one
hand creating value,
realizing profits and achieving growth are all important
elements in ensuring the
survival and success of a business. On the other hand
these endeavors also pose
some of the greatest challenges to chief executives
and their management team
3.Development of knowledge management:
Aspen is a
supplier of branded and generic pharmaceutical products globally as well as
infant nutritional and consumer healthcare products in selected territories (Aspen,
2014).
The company was
established in a suburban home in Durban,
South Africa in
1997. A year later it listed on the Johannesburg Stock Exchange 2 (“JSE”) (the
South African stock exchange) through a reverse listing into Med hold Limited
(Aspen, 2014). The following year Aspen acquired South African Druggists, the
largest South African-owned pharmaceutical company at the time (Cairns, 2011),
for R2,4 billion in a highly leveraged hostile takeover described as
a mouse eating an
elephant (Calabash, 2014).
4.Process and milestones:
Drug development is the process of
bringing a new pharmaceutical drug to the market once a lead compound has been
identified through the process of drug discovery. It includes per-clinical
research on microorganisms and animals, filing for regulatory status, such as
via the United States Food and Drug Administration for an investigation new
drug to initiate clinical trials on humans, and may include the step of
obtaining regulatory approval with a new drug application to market the drug.
5.
Knowledge management Application:
A common industry definition (Wikipedia) defines knowledge
management (KM) as “… the process of capturing, developing, sharing, and
effectively using organizational knowledge. It refers to a multi-disciplined
approach to achieving organizational objectives by making the best use of
knowledge.” Ever since the International Conference on Harmonization (WWW.ich.org)
identified, in their Q10 quality guideline (June 2008), both knowledge
management and risk management as key-enablers and key tenets of a
pharmaceutical quality system, industry has been exploring mechanisms and
principles for their implementation ever since.
Zenith Technologies was one of the many attendees at the recent
and prestigious ‘Knowledge Management’ conference held in the impressive
surroundings of Dublin Castle. The two-day event held on Thursday the 26th
and Friday 27th March 2015 incorporated five keynote sessions, three
industry insights, three breakout and moderated feedback sessions, multiple
interactive panel discussions, one research session, and many networking
opportunities over lunch and dinner gatherings. Regulatory Science Ireland, in
conjunction with the Dublin Institute of Technology (DIT) and the Health
Products Regulatory Authority (HPRA) in Ireland, ought to be highly commended
and praised for an educational, informative, and well-organized and attended
event. Zenith Technologies was honored to sponsor the lanyards worn by all
delegates at the conference.
6.Technology architecture and Infrastructure:
technology
framework for demand management within a dad on the supply chain
pharmaceutical industry. The paper adopts the exploratory study as research
method, involving a producer of generic drugs and its main distributor. Data was
collected by semi-structured interviews. In pharmaceutical supply chain, sharing
information boosted by information technology translates into greater flexibility
and reliability, lower costs, obtained through more reliable forecasting, and
lower inventory requirements. There are few initiatives involving Information
Technology (IT) applied to demand management in pharmaceutical supply chains
available in the literature. It was found that the IT framework proposed in
this research is adherent to the demand management of the focused
pharmaceutical dyed. Other assumption was that, if partners processes
integration exist, better supply chain performance is achieved. It was found
that, by means of proposed tools and solutions, such as RF ID and involved
partners applications integration, this goal could be achieved. Because of the
chosen research approach, results may be restricted to these specific dyadic
processes. Further application of the proposed IT framework must be tested. The
paper identifies demand management strategic and operational processes that can
reach a better performance by using the proposed IT framework. Based on the
literature, were identified which IT requirements should be met to demand management
processes optimization.
7.incentives and rewards:
Dublin-based
pharmaceutical company Allergen was faced with the challenge of improving on
its historic sales growth, setting a goal for itself to attain a return of $3
in value for every $1 spent on its incentive program. Keeping things
interesting were the unique competitive environments faced by the products in Allergen's portfolio, combined with the significant regulations being placed on
pharmaceutical companies in the U.S. and abroad.
8.Change Management with knowledge management:
knowledge management in organizations often is
neglected. Knowledge management describes the conscious and systematic handling
of the resource of knowledge and its targeted application within an
organization (Annmarie-Rottweiler, Mandel, Bleacher, & Bauer, 2001). In the light of knowledge
management measures we will demonstrate its implementation in organizations. We
first work out a theoretical framework showing the necessary basic conditions
for implementing knowledge management. Subsequently we integrate the framework
into a process model that will then be illustrated by a case study. At first we
will present implementation-relevant psychological aspects.
9.implementation
of effective knowledge management:
Knowledge Management (KM) is one of the
most important systems for any bio pharmaceutical company. KM is a vital
connection between other management subsystems in an organization. This article
focuses on the steps needed for successful implementation of KM in a bio pharmaceutical company. The KM implementation discussed here enables new
possibilities of effective usage and allows exploration of valuable information
existing in a company. The article also emphasizes the use of an electronic
document management system (EMS) and the implementation of other such
innovative information technology tools. Case studies from the bio pharmaceutical industry are used to illustrate the KM implementation
methodology.
10.critical
success factors of knowledge management:
success
factors of KM process implementation in Jordan pharmaceutical industry, which
aim to help in the process of using, sharing practices, creating new knowledge.
Questioner was designed and sent to high and middle managers of the important
pharmaceutical firms in Jordan to investigate of critical success factors in
those firms, in order to improve products, services, communicate and
collaborative with these firms. The result lead recommends that Jordan firms
require to focusing in organization culture that supported to knowledge
sharing, across and among employee/business units. Employees need a strong team
culture to adaptation with knowledge mangement process. In addition, firms
should compile technology environment coped with changes, challenges in the
dynamic business environment to support
11.suggestion for
academic and practical inspiration:
after
conducting interviews and editing the stories for this month’s Emerging Pharma
Leaders section, I couldn’t help but be inspired. Our Emerging Eleven for 2017
shine a positive light for the future of pharma. As I mention in the
introduction, many of this year’s alumni share commonalities, including alias
Henderson willingness to grow, the
ability to listen, learn from their mentors, and an enthusiasm to lead their
staff and share the load. The Emerging Eleven inspired me this month to feature
the staff of Pharmaceutical Executive and highlight their unique skills and qualities that make
this publication and website the very best it can be. They have great ideas and
deserve recognition and a big thank you!
12.Mind map of
overall knowledge management and technology:
4.Process and milestones:
Drug development is the process of
bringing a new pharmaceutical drug to the market once a lead compound has been
identified through the process of drug discovery. It includes per-clinical
research on microorganisms and animals, filing for regulatory status, such as
via the United States Food and Drug Administration for an investigation new
drug to initiate clinical trials on humans, and may include the step of
obtaining regulatory approval with a new drug application to market the drug.
5. Knowledge management Application:
A common industry definition (Wikipedia) defines knowledge
management (KM) as “… the process of capturing, developing, sharing, and
effectively using organizational knowledge. It refers to a multi-disciplined
approach to achieving organizational objectives by making the best use of
knowledge.” Ever since the International Conference on Harmonization (WWW.ich.org)
identified, in their Q10 quality guideline (June 2008), both knowledge
management and risk management as key-enablers and key tenets of a
pharmaceutical quality system, industry has been exploring mechanisms and
principles for their implementation ever since.
Zenith Technologies was one of the many attendees at the recent
and prestigious ‘Knowledge Management’ conference held in the impressive
surroundings of Dublin Castle. The two-day event held on Thursday the 26th
and Friday 27th March 2015 incorporated five keynote sessions, three
industry insights, three breakout and moderated feedback sessions, multiple
interactive panel discussions, one research session, and many networking
opportunities over lunch and dinner gatherings. Regulatory Science Ireland, in
conjunction with the Dublin Institute of Technology (DIT) and the Health
Products Regulatory Authority (HPRA) in Ireland, ought to be highly commended
and praised for an educational, informative, and well-organized and attended
event. Zenith Technologies was honored to sponsor the lanyards worn by all
delegates at the conference.
6.Technology architecture and Infrastructure:
technology
framework for demand management within a dad on the supply chain
pharmaceutical industry. The paper adopts the exploratory study as research
method, involving a producer of generic drugs and its main distributor. Data was
collected by semi-structured interviews. In pharmaceutical supply chain, sharing
information boosted by information technology translates into greater flexibility
and reliability, lower costs, obtained through more reliable forecasting, and
lower inventory requirements. There are few initiatives involving Information
Technology (IT) applied to demand management in pharmaceutical supply chains
available in the literature. It was found that the IT framework proposed in
this research is adherent to the demand management of the focused
pharmaceutical dyed. Other assumption was that, if partners processes
integration exist, better supply chain performance is achieved. It was found
that, by means of proposed tools and solutions, such as RF ID and involved
partners applications integration, this goal could be achieved. Because of the
chosen research approach, results may be restricted to these specific dyadic
processes. Further application of the proposed IT framework must be tested. The
paper identifies demand management strategic and operational processes that can
reach a better performance by using the proposed IT framework. Based on the
literature, were identified which IT requirements should be met to demand management
processes optimization.
Knowledge Management (KM) is one of the
most important systems for any bio pharmaceutical company. KM is a vital
connection between other management subsystems in an organization. This article
focuses on the steps needed for successful implementation of KM in a bio pharmaceutical company. The KM implementation discussed here enables new
possibilities of effective usage and allows exploration of valuable information
existing in a company. The article also emphasizes the use of an electronic
document management system (EMS) and the implementation of other such
innovative information technology tools. Case studies from the bio pharmaceutical industry are used to illustrate the KM implementation
methodology.
7.incentives and rewards:
Dublin-based
pharmaceutical company Allergen was faced with the challenge of improving on
its historic sales growth, setting a goal for itself to attain a return of $3
in value for every $1 spent on its incentive program. Keeping things
interesting were the unique competitive environments faced by the products in Allergen's portfolio, combined with the significant regulations being placed on
pharmaceutical companies in the U.S. and abroad.
8.Change Management with knowledge management:
knowledge management in organizations often is
neglected. Knowledge management describes the conscious and systematic handling
of the resource of knowledge and its targeted application within an
organization (Annmarie-Rottweiler, Mandel, Bleacher, & Bauer, 2001). In the light of knowledge
management measures we will demonstrate its implementation in organizations. We
first work out a theoretical framework showing the necessary basic conditions
for implementing knowledge management. Subsequently we integrate the framework
into a process model that will then be illustrated by a case study. At first we
will present implementation-relevant psychological aspects.
9.implementation
of effective knowledge management:
10.critical
success factors of knowledge management:
success
factors of KM process implementation in Jordan pharmaceutical industry, which
aim to help in the process of using, sharing practices, creating new knowledge.
Questioner was designed and sent to high and middle managers of the important
pharmaceutical firms in Jordan to investigate of critical success factors in
those firms, in order to improve products, services, communicate and
collaborative with these firms. The result lead recommends that Jordan firms
require to focusing in organization culture that supported to knowledge
sharing, across and among employee/business units. Employees need a strong team
culture to adaptation with knowledge mangement process. In addition, firms
should compile technology environment coped with changes, challenges in the
dynamic business environment to support
11.suggestion for
academic and practical inspiration:
after
conducting interviews and editing the stories for this month’s Emerging Pharma
Leaders section, I couldn’t help but be inspired. Our Emerging Eleven for 2017
shine a positive light for the future of pharma. As I mention in the
introduction, many of this year’s alumni share commonalities, including alias
Henderson willingness to grow, the
ability to listen, learn from their mentors, and an enthusiasm to lead their
staff and share the load. The Emerging Eleven inspired me this month to feature
the staff of Pharmaceutical Executive and highlight their unique skills and qualities that make
this publication and website the very best it can be. They have great ideas and
deserve recognition and a big thank you!
12.Mind map of
overall knowledge management and technology:
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