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Enterprise Architecture - Fundamental to the Overall Transformation of a Pharmaceutical Company

Today’s pharmaceutical industry particularly within the clinical R&D domain faces challenges such as growing market competition, increasingly stringent regulatory environments, rising costs and a collaborative environment.

Partners are leading organizations to embark on a transformation journey affecting people, processes and IT. This process involves huge investments and challenges in terms of budget, time and resource constraints, and as a result the focus is often lost without a clear definition of the guiding Enterprise Architecture (EA).

In this white paper, we demonstrate how an industry standard methodology can be adopted, tailored and extended to create enterprise and specific architecture artifacts. We base this paper on a real-life example in defining enterprise architecture for a clinical R&D unit of a leading pharmaceutical company undergoing a large transformation.

The approach and artifacts described in this paper are intended to aid in EA definition for large transformation programs with a proven, effective, reusable and result-oriented set of architecture views that can be adapted across industries.

With this paper we aimed to communicate the following to the readers:

  • Importance of enterprise architecture definition in large transformations
  • Demonstrate how an industry standard methodology can be tailored to meet the specific needs of
    transformation and organizational environment
  • Provide a reference set of architecture artefacts and detailed approach that can be adapted and further tailored to define enterprise architecture for transformations in an industry or organization

Conclusion

Investing in EA definition addressed challenges during transformation, brought value, improved clarity in terms of scope and dependencies and ensured that the IT implementations justified the investments.
The following benefits were perceived by various stakeholders from definition of EA:

  • Brought in a common understanding of end to end target state amid stakeholders
  • Ensured IT implementations were aligned towards meeting business objectives
  • Helped to identify gaps in the solution and target state
  • Enabled identification and planning for implementation releases
  • Enabled creation of training plans and change management
  • Enabled effective and timely decisions
  • Enabled programme managers to define an end-to-end plan with clear dependencies
  • Enabled transition plans and creation of specific release test cases
  • Enabled identification of services and creation of an agile service oriented enterprise
  • Helped identify systems for decommissioning and reduced operational costs
  • Enabled creation of architecture governance framework to oversee implementation
  • Helped in definition of migration strategy and plans

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