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R&D IS DEPARTMENTAL RESOURCING

2/13/2008

STRATEGIC EMPLOYEE RESOURCING FRAMEWORK (SERF) A Proposition to: Ramzi Najm, VP R&D Information Management Authored by: Greg Endicott


R&D IS DEPARTMENTAL RESOURCING

R&D IS DEPARTMENTAL RESOURCING STRATEGIC EMPLOYEE RESOURCING FRAMEWORK (SERF)

INTRODUCTION Building the right organizational sourcing model is not easy, and to have a sustainable model going forward requires a look at the role technology will play in the future at Allergan. In order to show where Research and Development Information Systems (R&D IS) at Allergan should focus internal core competency development, it is important to understand the macro-level forces influencing technology departments and R&D in general. DRIVERS 1. Globalization: Technology roles have become increasingly global over the past five years and they will continue to do so. For North American companies, the IT help desk may be in the Philippines, the development teams in India and the server operations group in China. You may also work with a CRO in India, a statistics group in Germany, all the data coming from trials conducted in North America. To leverage a global talent pool, companies have either hired staff globally or are collaborating with vendors in other regions to deliver solutions at a lower total cost of ownership (TCO), but with equivalent quality. 2. Complexity Escalation: As new emergent models such as service-oriented architecture (SOA), desktop virtualization (Terminal Server, Citrix…) and capacity “on demand” become more mainstream, the Allergan environment will continue to become more complex. Some organizations tend to become hawks about enforcing architectural principles around a single source of data and configuration management, and implement robust systems’ management tools to manage this complexity. 3. Emergent Technologies: New technologies will continue to proliferate and enhance the business proposition for R&D IS. Mobile computing, RFID technologies, intelligent data mining, collaboration tools and analytical solutions are just a few of the sophisticated solutions that are enabling pervasive computing in the R&D enterprise space. The R&D based technology organization of tomorrow will need to embrace these solutions and identify high talent resources who can deliver sophisticated solutions to innovate the business. 4. Legacy Support Requirements: While new technologies continue to cultivate new solutions, older technologies that support business-critical solutions will continue to need to be supported. The R&D IS organization Allergan requires tomorrow will need to continue support for legacy environments and solutions such as laboratory equipment systems, Client Server solutions, dossier compilation, and LIMS to name a few. 5. Capacity to Attract and Retain: Talented individuals are difficult to recruit and retain, and Allergan must choose what sort of resources to focus on hiring. As R&D professionals retire, skill sets change and demands for resources continue to grow, Allergan must determine which resources are critical to have in-house and which ones to source externally.

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R&D IS DEPARTMENTAL RESOURCING

SOLUTIONS Given these forces affecting the business and technology at Allergan, retaining the following types of roles within Research and Development Information Systems (R&D IS) organization will be critical for success: 1. Business Analysts: You need to have individuals who are deeply knowledgeable regarding the R&D functions and the IT systems that support them. In order to undertake initiatives like truly global product development and portfolio simplification or drive new solutions, you must have professionals on staff who understand all aspects of R&D, your current systems and solutions that are in place, and how to evolve them. This individual will provide greater transparency and visibility into the organizations R&D IS support. An external party cannot provide this sort of expertise or institutional knowledge. 2. Solutions Architects: As the R&D IS business becomes more complex, only solutions architects can lay a blueprint that will allow the R&D IS organization to manage through this complexity. Information architects and solution architects are a necessity to understand the interactions of your systems and to drive simplifications. While architects are one of the most expensive IT resources in the industry, it is critical to have a few strong architects on staff who can understand the impact of new technologies, interface with outsourcing vendors, design systems for higher quality and drive initiatives. 3. Service Managers: As R&D IS moves from the model of systems management to services management, the need for in-house service managers who can manage the end-to-end lifecycle of a service will be critical. These service managers will work with end-users to understand the needs around new services, manage SLA and cost structure around services, appropriately source parts of a service or service management to the appropriate vendor, and maintain key metrics around the services. These service managers will also need strong vendor management skills to negotiate service levels and penalties with vendors when service functions are sourced externally. The service manager is a new role to R&D IS, which will be critical to the organization with an outsourced model. 4. Program-Project Managers: Program and project managers are going to be crucial in ensuring projects are being delivered on time and on budget driven by best practices like Lean Six Sigma. It is important to have a core set of program and project managers as part of your in-house R&D IS teams so that they understand the business and the project portfolio, and can connect with the key customers and departments. Many would argue that an external program-project manager can be as effective as an internal one, but I would argue that only internal ones can drive higher value with institutional knowledge of the business and business systems. Organizations with a core set of program and project managers are critical to deliver and sustain business functionality on time and on budget. 5. Process Methodologists: Processes swamp Allergan’s internal departments, and process methodologists can help drive process simplification and process effectiveness. I have seen a few process deployments that have failed where an external party has tried to come in and implement a process. This is simply not as effective as having someone who understands the internal workings of Research and Development operations, and can implement a process that can evolve within the constraints of current policies and practices. Internal process methodologists can help drive process simplification while at the same time building the organizational acceptance for those initiatives to succeed.

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R&D IS DEPARTMENTAL RESOURCING

CONCLUSION These critical roles for the future of R&D IS are necessary for a strong and value-added organization. As for other roles such as developers and support analysts, I believe that these are roles that should be sourced or left to the corporate IT organization based on the nature of the technologies and appropriate sourcing strategy. I do not believe that there is a lot of value in Allergan corporate IT or R&D IS growing developer or support analyst talent. Other organizations simply have the stronger recruiting programs and compensation to attract these sorts of resources. Additionally, these areas are predominantly where outsourcing and off-shoring contracts are most effective. The Allergan R&D IS organization should look internally for resources that have grown technically and are looking for a more challenging and senior role. In this way, they can garner the business training and experiences that a pure technology firm cannot provide and R&D IS can bring in leaders who can add value immediately.

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R&D IS DEPARTMENTAL RESOURCING

R&D IS RESOURCE PROJECT FLOW MAP (EXAMPLE)

Define, Measure, Analyze, Improve (process), Control Plan

Activate

Control

Release

Business Analyst (BA)

Process Improvement Business Analyst

Solutions Architect (SA)

Service Manager

Service Manager (SM)

Service Manager

Program/Project Manager (PM)

Process Methodologist

Process Methodologist (PsM)

Process Methodologist

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R&D IS DEPARTMENTAL RESOURCING

R&D IS RESOURCE MATRIX MAP (EXAMPLE)

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R&D IS DEPARTMENTAL RESOURCING

R&D IS RESOURCE PROCESS FLOW MAP (EXAMPLE)

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RD IS  

Demo of RD Is prop

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