Global Delivery Expertise Hub Planning.pptx

Global Delivery Hub
Establishing a Global Delivery Expertise Hub: Strategy, Execution, and Scaling

Introduction
In today’s fast-paced business environment, organizations are continually seeking ways to optimize operations, enhance efficiency, and leverage global talent. The establishment of a Global Capability Center (GCC) serves as a strategic move for Company X to accelerate its commercial growth, strengthen analytics capabilities, and drive operational excellence. This essay explores the planning, execution, and scaling strategies for the Global Delivery Expertise Hub, focusing on talent management, operating models, and business continuity considerations.

1. GCC Vision and Strategic Objectives
The GCC is envisioned as a center of excellence that will support Company X’s long-term growth by fostering a collaborative team environment, institutionalizing knowledge, and leveraging cutting-edge analytics. The key objectives of the GCC include:

Enhancing Operational Efficiency: Centralizing expertise to streamline workflows and drive data-driven decision-making.

Talent Optimization: Attracting and retaining best-in-class analytics professionals.

Seamless Business Transition: Ensuring continuity and minimizing disruption through structured execution plans.

Scalability: Setting up a framework that allows for rapid expansion from an initial small-scale team to a global workforce.

AI and Technology Integration: Leveraging AI-driven insights and automation tools for improved customer engagement and business impact.

2. Talent Strategy: Building a Strong Workforce
A key component of the GCC’s success lies in its ability to attract, develop, and retain high-caliber talent. The strategy involves:

Location Selection: Company X has identified City A and City B as the primary hubs due to their talent availability, existing company presence, and cost-effectiveness. Future expansions may include Pune, Hyderabad, and Chennai.

Generalist to Specialist Evolution: Transitioning from a broad workforce to specialized analytics talent pools.

Learning and Development Programs: Implementing continuous upskilling programs to enhance domain expertise and career growth.

Flexible Work Models: Offering hybrid work environments to improve employee satisfaction and retention.

3. Operating and Engagement Model
The success of the GCC hinges on selecting an optimal operating and engagement model. Two primary models under consideration are:

Agile PODs Model:

Comprises cross-functional teams including Data Scientists, Analytics Engineers, and Insights Specialists.

Focused on solving specific brand, market, or therapy area problems.

Encourages innovation but requires continuous re-alignment for evolving business needs.

Functional Center of Excellence (CoE) Model:

Structures teams based on analytical functions (e.g., forecasting, segmentation, commercial analytics).

Ensures expertise alignment and knowledge continuity.

Provides a clear career growth path within

1. Global Delivery Expertise Hub planning October 2024 Recent real-life example (commercial)

2. 2 Agenda Talent Strategy  Operating & Engagement Model GCC Scaling Approach Next Steps & Asks GCC Vision & Guiding Principles

3. The Global Capability Center (GCC) will significantly accelerate Company X’s ambition for 2025 and beyond GCC Expectations Deliver the Numbers Focus on key markets and key products. Execute, Track and Adjust Business Continuity & Speed to Impact Seamlessly transition with a focus excellent execution Create value for critical business priorities  Build trust and partnership with market teams Deliver the Growth Identify the critical growth drivers. Resource optimally, monitor impact and scaleup Delivery Excellence & Expertise Setup centralized delivery and expertise teams for consistent and reliable delivery Activate dormant institutional knowledge Accelerate Growth AI for productivity (tools, insights), for greater customer engagement and impact. 1 2 3 Scaling across Markets & Functions Drive end-to-end capabilities across markets and functional areas Setup to scale from 5 to 50 (2024) with a vision to scale further  globally GCC Scaling Approach Operating & Engagement Model GCC Vision & Guiding Principles Talent Strategy  Design Decisions Global Delivery & Expertise GCC Expectations ICD Business Objectives

4. The GCC positions Company X well to accelerate commercial growth with best-in-class analytics talent 1. GCC Vision & Guiding Principles Create a strong connection to X ’s values and purpose , fostering a collaborative team environment that drives better and faster decisions to enable breakthroughs that change patients’ lives, and become part of X’s trailblazing legacy in analytics delivery. Attract and retain best-in-class talent with amazing learning opportunities, strong career growth (with the right levels and growth path), with flexible and attractive locations. Prove immediate value and then scale by accelerating support for near-term business goals, while building towards the long-term vision of the GCC Evolve from a Generalist to Specialist talent strategy , with dedicated capacity for key analytics functions, and the right balance of Market and Therapy Area expertise. Accelerate X’s commercial growth globally with a differentiated strategy and best-in-class analytics talent Guiding Principles Institutionalize knowledge through processes and technology to enable long-term standardization considering future scaling plans The GCC Vision

5. We recommend a phased approach to set-up the India GCC, starting with City A and City B in Phase 1 – Tier 1 cities with existing X presence Location Selection Criteria Existing X Presence Tier 1 City Talent Availability (talent hub and proximity to top universities) Ease of talent retention due to lack of competitor hubs Recommendation : City A & City B Triggered based on scaling needs e.g., US expansion Selection Criteria Talent Availability (talent hub for professional services firms and competitor hubs) Cost Effectiveness Tier 1/Tier 2 Cities with good infrastructure and global/local connectivity Options to consider : Pune, Hyderabad, and Chennai X India locations City B City A Hyderabad Chennai 2. Talent Strategy  Detailed analyses in appendix Phase 1 | Accelerate Initial Set-up in Familiar Locations [Optional] Phase 2 | Scale with Satellite Offices

6. Key design considerations as we setup the GCC operating and org model Plan enough capacity – strike the right balance between market, functional, and TA expertise at GCC to deliver healthy experience for commercial teams Organize as Center of Excellence – establish GCC as a functional COE model to foster evolution of the functional capabilities (tools, processes, best practices etc..) Setup operating model with clear R&Rs and accountability of delivery 3. Operating & Engagement Model

7. India GCC Lead GCC Sponsor Functional COE Model | Operating Model Operating Model [1] Similar data availability and grain of insights/ decisions Business Performance PM / BU or Market Liaison & TA expert Demand Sources  SPOC 1 TA Experts.. SPOC 2 Business Performance… SPOC 1 TA Experts.. SPOC 2 SPOC 1 TA Experts.. SPOC 2 Business Performance… COEs Function 2 Archetype Based 1 Function 1 Archetype Based 1 Capability Build DS Manager (from Archetype pool) Analytics Engineer Mgr. Sr Mgr. DS Manager (from Archetype pool) Analytics Engineer Mgr. Sr Mgr. JP, Sr Mgr. DS Manager (from Archetype pool) Analytics Engineer Mgr. Sr Mgr. Function 1 Lead Function 2 Lead In-Market GCC GCC – Focused Clusters .. and other COEs… Country 1 Teams Analytics Engineer Mgr. Country 2, 3 Teams DS Manager (from Archetype pool) Country 1 Hub 1 (Countries 2 & 3)

8. Functional COE Model | Organization Structure Illustrative Org Model Country 2 – Sr. Manager Function 2 Function 1 Function 3 Function 4 Company X India GCC Lead Country 1 – Sr. Manager Sr. Manager Manager 1 Manager 2 DS– Manager Country 3– Sr. Manager Manager 3 Common team members can be used where synergies permit (across geography, data , analytical construct) Manager Manager Manager A common pool of resources can be utilized for areas with more standardized analytics DS Manager pool (Archetype focused) GCC Sponsor (Commercial Analytics Lead) 6 Work-mix count 6 5 15 10

9. A fully in-sourced model will take some ramp up time and require strong governance, onboarding to ensure business continuity X to plan for hiring Partner needed to provide onboarding and training support 4. GCC Scaling Approach X retains partners’ support in Y1 to meet business demand Business continuity will need to be closely managed during transition to GCC. Slower speed to impact as multiple partners will be needed to maintain business continuity during the GCC ramp-up Focused investment is required for talent attraction, hiring, onboarding and retention on Day 1 Value Considerations X directly hires while partner provides training and onboarding support Partner provides support for initial setup of ~3-4 months, to design and execute the learning and onboarding Option 1: Fully Company X Sourced Expected to take until Q1 2026 for GCC to be able to deliver complete volume Hire & Grow Team (with partner support)

10. A co-sourced model in Y1 provides the flexibility of business continuity with faster headcount ramp up towards the goal Ready to go in Month 1 Partner to support hiring, onboarding and potentially re-badge 4. GCC Scaling Approach Fully independent operations of GCC by Y2 Cost effectiveness achieved in 1-to-2-year horizon Value Considerations Seed team supported by partner (~ 30-40 Company X trained FTEs ) with the right domain / functional expertise Business continuity ensured by partners by better onboarding of new colleagues given transition from an established team Partners could help with ongoing enablement on a need basis Option 2: Co-Sourced Y1 Co-Create (Seed, Operate, Transition, Enable) X meets full operational capability by end of Q1 2025

11. Option 2 (Co-Sourced Y1) provides faster impact and value realization for the GCC, while Option 2 (Fully Company X Sourced) gradual evolution to future goal Option 2: Co-Sourced Y1 Option 3: Status Quo Continued external partner support needed especially in Y1 leading to higher costs X accountable for talent attraction, hiring and retention  access to partner support for onboarding and training Business continuity needs to be closely managed when transitioning to GCC Fully independent operations of GCC from Y2 leading to lower overall costs for X Quality assurance & accountability jointly with X and partner Faster impact to business with right talent, process & tech Option 1: Fully X Sourced Maintain status quo with continued reliance on multiple partners No change in the working model for CMO analytics delivery Similar spend considerations 4. GCC Scaling Approach Note : 2-year aggregate spend – 2024 & 2025 ($ USD) $ 20M – $ 25M $24M – $30M ~$40M Illustrative figures

12. As we have approvals on the business case now, there are important dimensions across which we should start to ideate and setup a plan for ‘Establishing the GCC’ GCC Mandate & Sign Off Completed Socializing the Change Complete by May xxx Talent Strategy Complete by zzz Organization/ Engagement Model Complete by aaa Setting up & Servicing the Demand Complete by bbb Logistics Planning Complete by yyy Get LT Sign Off (specific positions X/Y/Z) and alignment on GCC Mandate and objectives for next semester - Success factors, Headcount scale up plan …… Plan immediate Hiring/integration plan for seed team. Mid term talent scale up plan along with onboarding & learning plan to ensure early success Communicate GCC plan to Country Presidents from Major Markets (Z markets), including International LT and BU leads Align & sign off on organization structure (org chart, R&Rs) & collaboration model. Cement the plan on logistics for GCC day 1- Office, IT service, Legal approvals, Create detailed market demand plan (align key decisions to timelines to capabilities for each demand center), Prioritize capability to enhance. Develop capability roadmap and plan

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14. International GCC Checklist: Key Activities GCC Vision Solidify vision and strategy Sign off from LT (CMO, region, country) Align on success factors / imperatives Setup Charter Legal sign off Complete by May 6 Scaling Approach Complete by May 15 Market Demand Plan Complete by May 30 Finalize location strategy & scaling approach Budget Approval on GCC Phase 1 location and Hiring Initiate hiring/integration for a seed team for the right skillsets Create onboarding & learning plan to ensure early success Detail out market demand plan (align key decisions to timelines to capabilities for each demand center) Communications Complete by May 20 Align on communication plan for Country Presidents from Major Markets, including International LT Share communications and near-term roadmap Capability Roadmap Complete by June 1 Prioritize capability to enhance (Industrialize) Develop capability roadmap and plan Develop tactical milestone-based delivery plan Governance & Org Chart Complete by May 20 Design organization structure (org chart, R&Rs) & collaboration model e.g., digital) Setup governance for modularizing work and team collaboration GCC Mandate and Sign off Talent Strategy Logistics planning (office, legal, IT, etc.) Organization/ Engagement Model Setting up for Demand Servicing the demand – team size, assets, capability roadmap Socializing the change (X India, markets, CO, BU leadership, etc.)

15. International GCC Checklist: Key Activities GCC Vision Solidify vision and strategy Sign off from LT (CMO, region, country) Align on success factors / imperatives Setup Charter Legal sign off Complete by May 6 Scaling Approach Complete by May 15 Market Demand Plan Complete by May 30 Finalize location strategy & scaling approach Budget Approval on GCC Phase 1 location and Hiring Initiate hiring/integration for a seed team for the right skillsets Create onboarding & learning plan to ensure early success Detail out market demand plan (align key decisions to timelines to capabilities for each demand center) Communications Complete by May 20 Align on communication plan for Country Presidents from Major Markets, including International LT Share communications and near-term roadmap Capability Roadmap Complete by June 1 Prioritize capability to enhance (Industrialize) Develop capability roadmap and plan Develop tactical milestone-based delivery plan Governance & Org Chart Complete by May 20 Design organization structure (org chart, R&Rs) & collaboration model e.g., digital) Setup governance for modularizing work and team collaboration GCC Mandate and Sign off Talent Strategy Logistics planning (office, legal, IT, etc.) Organization/ Engagement Model Setting up for Demand Servicing the demand – team size, assets, capability roadmap Socializing the change (X India, markets, CO, BU leadership, etc.)

16. There are couple of options on how we setup the organization and operating model for the GCC 3. Operating & Engagement Model Options Agile PODs comprising DS, AE & ISE team members to deliver problem for a B rand/Market/TA S kill based org structure aligned to current CAAI structure - e.g. India AE members report to their global data/AE leads Option 1 | Agile PODs Model Option 2 | Functional COE Model COE based - All roles (Data Eng/ Analyst, DS) report to the functional COE leads like resource planning  GCC India Lead  GCC Sponsor Mirror of current CAAI org structure resulting in greater clarity of roles and reporting lines Greater clear of growth path for DS and AE GCC team members Fragmented leadership accountability for delivery and evolution of the functional capabilities (tools, processes, best practices etc.) Operational complexity - Multiple alignments needed for decision making Possible lack of continuity of Agile PODs overtime for similar problems Orientation of talent to functional area for capability evolution and innovation Clearer roadmap for functional area growth (tool, processes) In sync with GCC vision/objectives of creating efficient/scaled process for functional COE Harder to create accountability for skill based growth paths for AE and DS GCC team members when reporting into COE leads PROs CONs PROs CONs

17. Maturity Value Shared Service Center Delivery GCC Global Capability Center (GCC) Global Capability & Expertise Center (GCEC) IT Procurement Data Management HR Shared Services + Data Analytics Process Standardization Operations Excellence Rapid Delivery + Affiliates to Global Data to Analytics Use Case to Solution Individual Capabilities to Ecosystems Global Capabilities + Digitial and Tech CoE Gen AI CoE Patient Centricity CoE R&D Innovation  CoE And More.. Business Intelligence CoE Enable Integrations Enable Innovations Future focus Enable Speed and Efficiency Immediate focus Enable low-costs As we embark on the GCC plan, design decisions would be adapted to orient ourselves to the north star of a true GCC Hyderabad Med Affairs Pune Analytics, Ops Hyderabad Clinical, Tech ops Location: Hyderabad Type: Comm, IT, Techops Location: Hyderabad Type: Analytics, DS, Legal, V&A, R&D Bengaluru IT ops, Analytics, Supply Chain, Tech Dev Mumbai Preclinical development, Data management support, Statistical programming 1, 2 GCC Vision & Talent Strategy

18. We have evaluated different GCC locations across important dimensions in India; Mumbai and New Delhi with existing X India offices are most favorable Location Strategy Relative comparison among cities Mumbai New Delhi Bengaluru Hyderabad Chennai Pune Ahmedabad Overall Rating X Presence Educational Catchment Talent Availability Connectivity & Infrastructure City Attractiveness Other GCC Presence Cost of Operation Source – ZS Internal assessment conducted in 2022 We start here! New Delhi Mumbai Pune Hyderabad Chennai Phase 1 Phase 2 Phase 1 priorities Phase 2 priorities

19. The GCC should organize as CoEs by functional areas and strike a balance between market focus and TA/ functional expertise CoEs TA/ brand focused Market/ Cluster focused Cross functional SPOC 1: IM & Vx, SPOC 2: Spec & Onc . PM/ BU or Market Liaison  Demand Sources  Business Performance/ Execute Strategy Targeting/ Segmentation/ Customer Analytics Commercial RA Forecasting Capability Build/ Maintenance/ Support ICD LT Commercial Office ICD Clusters (5) Next Top 11 Markets SPOC #1 SPOC #2 TA1 TA2 ….. SPOC #1 SPOC #2 SPOC #1 SPOC #2 SPOC #1 SPOC #2 SPOC #1 SPOC #2 …… SPOC #1 SPOC #2 ….. SPOC #1 SPOC #2 SPOC #1 Oncology TA1 TA2 ….. TA1 TA2 ….. TA1 TA2 ….. TA1 TA2 ….. TA1 TA2 ….. TA1 TA2 ….. Therapy Area/ Brand Expertise   Primary care Specialty In-Market GCC GCC – Focused Clusters Cluster for optimal coverage and utilization where possible Some CoEs will need higher country-focus as compared to others Archetype focused (similar methodology / analytical construct) . Archetype to be defined based on business problem(sizing techniques…) 3. Operating & Engagement Model

20. Several functions will need to come together in different capacities to solve a business problem(1/3) Business problem  DE Oncology team/ DE LT are trying to urgently understand the cannibalization of Company X market share of drug Y due to entry of new generics in the market Project phase DE Onc Brand Lead SPOC aligned to DE TA-expert ( Onc ) Business Performance COE Problem Framing and Scope Solution Design (methodology, deliverables, etc.) Project Planning (delivery plan, timelines) Analysis Execution (solution implementation) Analysis Delivery and Refinement (review, iterations) Insights/ Solution Socialization Scale Up & Ops planning High Medium Low Level of involvement To be refined In-Market GCC COE focused GCC members to own the execution and delivery Local SPOC and TA expert to own the Problem Framing Adhoc - Business Performance 3. Operating & Engagement Model

21. Several functions will need to come together in different capacities to solve a business problem(2/3) Business problem  China drug Y forecasts needs to be updated because of an in-market event and is to be reviewed with country and regional commercial/ LT for Specialty Care Project phase China Specialty Care Lead SPOC aligned TA-expert (Spec Care) Forecasting COE Problem Framing and Scope Solution Design (methodology, deliverables, etc.) Project Planning (delivery plan, timelines) Analysis Execution (solution implementation) Analysis Delivery and Refinement (review, iterations) Insights/ Solution Socialization Scale Up & Ops planning High Medium Low Level of involvement To be refined In-Market GCC Cyclical, Forecasting Op Plan COE focused GCC members to own the execution and delivery Forecasting COE expert to own the Problem Framing Local SPOCs to help in forecast pressure testing and rollout locally 3. Operating & Engagement Model

22. Several functions will need to come together in different capacities to solve a business problem(3/3) Business problem  Commercial Ofiice lead has approached the GCC team to setup a regional Resource Allocation – budget planning capability that could be setup for each Op plan run Project phase Commercial Office Lead SPOC aligned to DE TA-expert ( Onc , Primary and Spec Care) Capability COE (Budget Planning) Problem Framing and Scope Solution Design (methodology, deliverables, etc.) Project Planning (delivery plan, timelines) Analysis Execution (solution implementation) Solution Deployment Scale Up & Ops planning High Medium Low Level of involvement To be refined In-Market GCC Capability Build Heavy involvement from the Capability COE for end to end setup and scale up planning 3. Operating & Engagement Model

23. A few critical design decisions need to be achieved in the next few months as Company X sets up its GCC April May June GCC vision & Talent Strategy GCC Scaling Operating and engagement model LT Sign Off (CMO, Region and Country) alignment on success factors/ strategic imperatives and setup charter for the GCC Legal Sign offs - Formalities & legal approvals (if any) for the GCC set-up Capability Roadmap: Prioritize capability to enhance (Industrialize) Develop capability roadmap and plan Develop tactical milestone-based delivery plan Finalize scaling approach from 5 to 50 team members (scaling strategy and partner) Initiate hiring/integration for a seed team for the right skillsets Create onboarding & learning plan to ensure early success Design organization structure (org chart, R&Rs) & collaboration model e.g., digital) Setup governance for modularizing work and team collaboration Detail out market demand plan (align key decisions to timelines to capabilities for each demand center) Establish the GCC (TBC) Finalize India GCC location strategy to pursue Next Steps

24. Certain assumptions made for financial modeling of the two options Partner Company X International market spend in 2023 on analytics services has been estimated to account for what is planned to be delivered by India GCC Assumptions for the base spend (2023) : Spend on digital , CMO (ISE) & commercial requests routed via PW (based on list of colleagues from ISE and DS covering International Division) G lobal event driven pro grams (e.g., CFCO) have not been considered A combination of ZS CEC & OC members has been considered for support to X in 2024-25. OC members can be re-badged to Company X The costs have been assumed for partner-driven hiring , partner FTE re-badging & partner-driven transition Transition costs associated with curriculum-development , live-trainings & mentorship is assumed for Option #1. In Option #2, it is assumed that partner FTEs can provide expertise & onboarding Nominal expenses have been assumed for travel, lodging etc. which will charged as pass-through to X Exact demand across CoEs has not been considered, thus some prioritization might be needed in the execution phase Some productivity losses for new X hires has been assumed in the initial weeks (~6 weeks) Company X GCC fully-loaded blended FTE costs are assumed to be ~$57k FTE blended costs have been assumed to be similar across vendors Demand from company X has been assumed to be majorly consistent across years 4. GCC Scaling Approach

25. North Star: Insource all analytics spend with a balance between centralized GCCs and in-market support 3. Operating & Engagement Model