About Business Intelligence

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Chapter 1: Introduction
Background
Why Benchmark the Pharmaceutical Industry?
Scope of the Report
Research Findings
Main Conclusions

Chapter 2: Benchmarking to Evaluate Organization Effectiveness
Summary
Reasons for Benchmarking
Where to Begin?
The 12-Step Approach
The 7-Step Benchmarking Model
Using an External Benchmarking Company
What to Look for in Benchmarking Reports
Benchmarking versus Metrics
Comparative Data
Conclusion

Chapter 3: Beginning the Journey of Organizational Improvement
Why Change?
Changing the Organization
The Impact of Change
Checklist for Change Management
Role of the Change Leader
Process Mapping
The "Is" Map
The "Should" Map
Next Steps
Designing the New Work Process
Managing Attitudes to Change
Conclusion
Key Learning Points
Case Study: Proctor & Gamble
Case Study: Ethicon

Chapter 4: Metrics for Process Improvement
Introduction
Why Measure?
Primary Roles of Measurement
Getting Started
Key Principles
First Steps
Principles of Metrics
Managing by Measures
Different Leadership Styles — Traditional versus Empowered
Identifying Effective Measures in a Changing Environment
Establishing Effective Measures and Indicators
Common Measurement Problems
Identifying Measures
Common Methods Used
Choosing the Right Measure
Testing Measures
Pilots
Measurement Mistakes
Gaining Organization Approval
Conclusion
Key Learning Points
Case Study: Proctor & Gamble
Case Study: Glaxo Wellcome
Case Study: Bristol Myers Squibb

Chapter 5: Special Issues Related to Using Measures in the Clinical Development Organization
Introduction
The Importance of Teamwork
Why we Measure
Using Metrics to Modify Performance
Absence of Fear
Accountability
Measures that are Easily Understood by the User
Changing Metrics
Pilot Projects
Breakthrough Teams
Continuous Learning
Quality Measures
Validating Measures
Acceptance of Performance Measures
Refinement
Conclusion
Key Learning Points

Chapter 6: Tools and Techniques to Collect, Document and Evaluate Metrics
Introduction
Analyzing and Interpreting Performance Measures
Variation and Statistical Analysis
Scatter Diagrams
Stratify data
Verify Relationships
Process Value Analysis
Balanced Scorecard
Dashboards
Control Charts
Spider Diagrams
Accuracy
Wholeness
Gap Analysis
Timeliness
Frequency of Measurement
Long-term Consistency
Conclusion
Key Learning Points
Case Report: Kendle
Case Report: Schering-Plough
Case Report: Glaxo Wellcome
Case Report: Proctor & Gamble
Case Report: Abbott Laboratories
Case Report: Barnett International

Chapter 7: The Role of Information Technology and Tools to Manage Performance Measurement
Introduction
Why the PC?
Current Use
Value of IT in Performance Monitoring
Characteristics of Successful Performance Improvement IT
Usability
Technical Characteristics
Application Integration
Database Platform
Which Interface?
The Problem of Inaccurate Data
Beyond Software: the Soft Underbelly of IT
Conclusion
Key Learning Points
Case Reports

Chapter 8: Implementing a Metrics-oriented Process Improvement Effort in and Existing Clinical Organization
Introduction
Where to Begin
Evaluating the Organization — Issues to Consider
Conclusion
Key Learning Points
Case Report: Proctor & Gamble

Chapter 9: The Future of Clinical Development and Measurements
Introduction
In Ten Years’ Time…
Three Types of Company
The Main Implications
What Clinical Organizations Should Do
Conclusion

Appendix 1: Business Intelligence Clinical Development Study

Appendix 2: Benchmarking Companies