Mark G. Mazzie Department of Business Practices Wyeth-Ayerst Global Pharmaceuticals

1. Mark G. Mazzie Department of Business Practices Wyeth-Ayerst Global Pharmaceuticals

2. 2 Phases of Rollout • Introduction and Explanation of the Benefits of Best Practices and Knowledge Sharing. • Shifting the Responsibility to All Employees

3. Purpose of Best Practices & Knowledge Management • To collect and establish all successful business ideas in an easily accessible format for implementation elsewhere. • To help develop a seamless Global Knowledge Sharing Culture.

4. Best Practices Best Practices • Business Strategies that we know are worth sharing • Business models that meet 4 Specific Criteria: • - Strategy or Business Practice • - Implemented • - Has shown quantifiable results • - Can be pulled from the database and replicated into other areas of the business

5. How this Initiative Benefits the Individual • Allows easy access to our most successful business practices. • Pushes information to field sales, without information overload. • Allows sales personnel to contact others who have successfully overcome the same market challenges. • Recognizes our most creative and innovative employees. • Creates a Team Culture in which knowledge sharing becomes top priority.

6. How this Initiative Benefits the Corporation • Benefits to Sales Force (as mentioned) • Shows employees that management is doing its best to keep Wyeth-Ayerst ahead of the competition. • Gives Wyeth-Ayerst a distinct and measurable competitive advantage over other sales and marketing organizations. • Employees who regularly utilize this system will be better equipped to deal with everyday sales and marketing challenges.

7. Key Message • Explicit Knowledge • Tacit Knowledge

8. Process for Submission and Approval 1. Brief Description of the Best Practice 2. Review by the Dept. of Business Practices Does it meet the Four Criteria? 3. Interview with the Submitter of the Practice 2 hour field interview 4. Completion of the 1st draft Review by the Submitter - return with any changes 5. Written into a Case Study format (Used in training) 6. Sent up two levels of management for approval 7. Included in the database

9. 2nd Phase • Persuading employees that they are the key to the success of Knowledge Sharing

10. Shifting the Responsibility to All Employees • Explanation of Knowledge Management • Delivering the Right Message • Employees Must Understand Their Role • What are the Benefits for Them as an Individual?

11. Accessibility to the Knowledge Sharing Mechanism • The company’s greatest knowledge lies within the “tacit” intelligence and experience of its employees. • We must provide access to that knowledge across divisional and functional backgrounds.

12. Each Individual is Provided the Opportunity to Enter Knowledge into the Database • Although we have established a formalized screening process, each individual is part of the collective knowledge base and should have access to its content and the opportunity to submit contributions. • This is one of the quickest ways to promote the development of the Knowledge Sharing culture.

13. The Number of Transmissions of Knowledge Must be Reduced to One • If you remember the child’s game of “telephone”, recall how garbled a message becomes when it is passed through a circle of children. The same holds true in the transfer of knowledge, the less it is filtered, the more valuable it is as a practical business strategy.

14. The System Must Be Easy to Access and the Data Must be Easy to Comprehend • The database must be very easy to use. • Must be available whenever the employee needs to utilize the collected knowledge. • As we progress and receive feedback for our employees, we are continually developing methods to streamline the database and improve its value.

15. The Collected Knowledge Must Be Available in the Correct Language • In order to maximize the advantage that knowledge sharing provides, we must adopt the language that each business unit uses in its daily operation.

16. Wyeth-Ayerst Global Knowledge Management System • Frequent presentations to all levels of management. • Use of numerous in-house publications to promote the idea of knowledge sharing. • Recognition by senior management of those who contribute and adopt knowledge within the database.

17. Wyeth-Ayerst Best Practices/Knowledge Management Benefits Shared Mrkt. & Product Launch Blueprints Improved Delivery of Services Increases in Productivity Strategic, High Impact Benefits Development of Better Hiring & Retention Practices Increased Knowledge of Customer’s Internal Operations Initial Development of a Knowledge Sharing Culture Grass Roots Efforts Best Practice Teams GroupWise Virtual Teams Better Coordination Between Sales Forces Increased Sales & Market Share Significant Competitive Advantages Product Positioning Strategies Coordination Between Mrkt. & Sales Best Practice Activities Leadership in the Pharmaceutical Industry Internal Benefits (Operational Improvements) Increased Customer Knowledge

18. Best Practices Application Continual Reinforcement of Knowledge Sharing Culture High Level of Recognition for Submitters & Adopters Sharing Infrastructure Collection, Review & Approval of Knowledge (e.g. Best Practices) Adoption of Best Practices & Sharing of Results