Healthcare and Business Advantage: the Case of Sanofi

Competitive Intelligence – Joseph Pategou 1

Pharmaceutical Industry------------------------------------

Turn Strategic & Technologic Watches into business

advantage

Joseph PategouInternational Strategy and [email protected]

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SUMMARYIntroduction

I. Methodology

II. MAIN CONCEPTS OF THE RESEARCH

III. THEORETICAL FRAMEWORK

IV. FINDINGS

V. CASE STUDY: Sanofi an INTELLIGENCE MASTER

Conclusion: Main Contributions And Limitations

Information about the author

Appendix Competitive Intelligence – Joseph Pategou

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iNTRODUCTION

Competitive Intelligence – Joseph Pategou

CompetitiveIntelligence

Strategic and Technologic watches

Pharmaceutical industry

Competition

Field of research

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FIELD OF RESEARCH


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CI & PHARMACEUTICAL INDUSTRY

HIGHLY INNOVATIVE

MASSIVE R&D

INVESTMENTS

LONG-TERM

STRATEGIES

HIGHLY

COMPETITIVE • Technologic Intelligence

• Strategic Intelligence


Identify the best practices of Intelligence Masters within the pharmaceutical

industry

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Research Question


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mETHODOLOGY


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METHODOLOGY

• Qualitative method of interpretation

• Sample: 1 questionnaire filled by 8 experts of CI and pharma

• Position of the Interviewees:

Top and middle managers of pharmaceutical firms in France

Academic experts of CI

USADr. Benjamin Gilad

Pioneer of CI theory and practice in the USA

Mr Brady Jensen

Vice President - Customer Experience, at ClearCI

FranceMr Philippe Revardel

VP group CI at Sanofi

Mr Jonathan Chriqui

BD & Alliance Director, at IPSEN

Mr Emilien Monod

BI & Strategy Partner working at Abbvie

Mr Henri de Banizette

Consultant expert in BI at GEOS

Mr Hebert Bastien

Directeur conseil, Digimind

Mr Claisse Mathieu

Roche

• Illustration of our findings through a Case Study on Sanofi


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MAIN CONCEPTS OF THE RESEARCH


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“Intelligence Masters”Success in turning CI into

competitive advantage

“The Rest of the Pack” Most of the pharmaceutical firms


THE DNA OF INTELLIGENCE MASTERS

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DNA


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MAIN CONCEPTS OF THE RESEARCHC

I C

AP

AB

ILIT

Y

LEADERSHIP CAPABILITY

The What : Using CI investments and initiatives to in

order to collect, process and store information to

be made available to all people at all levels of

the firm to help shape its future.

The How : successful competitive intelligence

execution depends as much on how firms

manage competitive intelligence than solely

implementing CI processes, if not more.


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THEORETICAL FRAMEWORK


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THEORETICAL FRAMEWORK

General definition of CI

•Martre (1994): CI preserves assets in best conditions of quality, time, cost.

•Rouach & Santi (2001): CI helps shape future and prevent from threats.

Intelligence attitudes

•Rouach & Santi (2001): The Five Intelligence Attitude Map

•McCusker (1997), Baron & Byrne (2000): Competitors profiling and analysis of market situation

•Kotler (1988), Chen (1996): resource likeliness = comparable strategy

Leadership capabilities

•Gilad & Smith (1998): more layered, less bureaucratic CI structures

•Persidis (1999), McMillan (1999): perpetual struggle science/business

•Badr, Madden & Wright (2006): cross-trainings science/business

CI capabilities

•Rovira (2008): CI creating new information to enhance making decisions

•Castells (2001): Knowledge management

•Athissingh & Hassen, (2007), Izquierdo & Larreina (2005): watch promotes R&D and innovation


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FINDINGS


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FINDINGS

Hire talented people

Take an offensive stance

Fetch very pro-actively

Seek opportunities

constantly

Develop highly

structured CI

Invest substantially in

CI

Use watch to gain

competitive advantage

Strong leadership capabilities

What Intelligence masters do

2

1

3

4

5

6

7

8


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CASE STUDY

INTELLIGENCE MASTER


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SANOFI : AN INTELLIGENCE MASTER

GENERAL OVERVIEW OF SANOFI

• French pharmaceutical company

• Industry expertise:

Pharmaceuticals

Vaccines

Animal health

• Key Figures In France:

1st

Turnover: 32 770.0 M € in 2014


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CI AT SANOFI

COMPETITVE INTELLIGENCE AT SANOFI : THE 6 DIMENSIONS

Original implementation within the organisation

CI at Sanofi

Perimeter

Process

Organization

Culture

Tools

Report


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LEADERSHIP CAPABILITIES

Competitive Intelligence Board

Leaders

Talented people

Vision

Business Units

Employees

Deeply involved

Implementing CI capabilites


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CI AND STRATEGY

• Close link between CI and Strategy• Move from a team to other (People)

For example:

Mr. Alexandre

RICHARD

Head of CI

Head of M&A

Strategy & BD

Sanofi, focus on the use of information: The How

“No one has a serious advantage by having a “watch” program. It is how the

intelligence is used that matters. ONLY that” Dr. Benjamin Gilad

5 years after


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WATCH AND STRATEGY

Developing,

monitoring and

adapting the strategy

thanks to Intelligent

watch

Strategy

Hypotheses

High uncertainty

Updatedhypotheses

Lower uncertainty

UpdatedStrategy

Projection

in the

future

Intelligent

watch

Rethink

strategy

Modify

strategy


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TECHNOLOGIC WATCH

Partnership with many incubators

See how the market evolves

Redeem promising inventions

Example: Paris Région Innovation Lab in the field of e-health

Help to constantly find opportunities


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Conclusion: Main Contributions And Limitations


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MAIN CONTRIBUTIONS

Helps identify intelligence masters

There are few intelligence masters

Provides a guideline to become an

intelligence master.

Leadership capabilities as fundamental

Contributions for CI managers


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LIMITATIONS

Size of sampleNeed for quantitative

data

French market focus Information bias

More research to identify IM features.


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Information about the author

Regulatory issues on the development of Biosimilars – Joseph Pategou

I am fascinated by healthcare and the experience of many

companies to develop new types of drug with the aim of saving

lives around the world.

Main topics of passion in the healthcare:

- Strategy

- Digital

- Innovation

- Biosimilars

If you want to know more, please contact me:

[email protected]

M. Joseph Pategou

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THANK YOU FOR YOUR ATTENTION


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APPENDIX


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SANOFI CASE STUDY: CI AT SANOFI

Implementation of CI at Sanofi

N° Dimensions Objectives

1 Perimeter Resolve everyday problems and make Foresight (10 , 15 or 20 years)

2 Process Allows the organization of activities

3 Report Used to communicate information to decision makers

4 Tools Allows the collection of information

5 Organization Each unit of Sanofi participates in the implementation and realization of competitiveintelligence

6 Culture Establishment of a training system, a system of recruitment , career development andpresence of team leaders


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QUESTIONS FOR THE INTERVIEWS

1.What Does Competitive Intelligence mean to you?

2.In your opinion, is Competitive Intelligence critical for companies within thePharmaceutical Industry to outperform their peers?

3.What are the Competitive Intelligence tools that the best pharmaceuticalcompanies use to outperform their competitors?

4.Do Pharmaceutical companies invest substantially their resources into CI activities?

5.Are Strategic & Technologic watches critical for pharmaceutical companies?

6.What are the most critical strategic and technologic information to watch withinthe Pharmaceutical Industry to make better decisions faster?

7.To which extents do technological and strategic watches provide a competitiveadvantage in the pharmaceutical industry?

8.How do companies Turn Strategic & Technologic watches into businessadvantage for their organization? What are the important leadership capabilities ?


Health & Medicine

Healthcare and Business Advantage: the Case of Sanofi