1. October 2007 Strategic Approach to Information Content Acquisition by Armand Brevig Global Category Leader, Scientific & Business Information armand.brevig@astrazeneca.com

2. October 2007 Who Has Time to Think of Strategy…? Reactive approach driven by vendor renewal cycles and workload Conflicting interest internally

3. October 2007 …Who Can Afford Not to…? No budget increase this year either… Show me the value! Competitive forces

4. October 2007 Empowering Your Organisation –Sponsorship –Governance Models Developing Strategy –Value Drivers –Strategy Alignment Delivering Value –Portfolio Management Process –Examples

5. October 2007 Empowering Your Organisation - Sponsorship High level business case – “horror stories” Know your stakeholders Buy-in and contracting Influence Support

6. October 2007 Empowering Your Organisation - Governance Corporate culture: –Centralised v. Decentralised –Mandate v. Consensus Central Information Acquisition Unit Key Stakeholders Steering team

7. October 2007 Developing Strategy Corporate vision / strategy Key Customer vision / strategy Dissemination Unit vision / strategy Shared Information Acquisition vision/ strategy Consensus of key value drivers

8. October 2007 Developing Strategy Information content acquisition VISION VALUE DRIVERS STRATEGIC OBJECTIVES Increase Value / Manage Costs To create a competitive advantage by driving the way AZ licenses, manages and exploits published information content Optimise resources spent on contractual work/ negotiation Vendor Relationship Management Demand Management, Workflow Integration & Extend reach Value for money above industry average Balanced resource allocation to maximise ROI Leverage and streamline key vendor relationships for added value Enhance decision making processes

9. October 2007 Developing Strategy Avoiding “strategic drift”… Management preferences Resources Organisation Vision Internal Customers Supply Market

10. October 2007 XYZ Project ABC Project 123 Project ΦΩζ Project ÆøÅ Project ڪڜٮ Project Deliver Value – Portfolio Management Process Jan Feb Mar Apr JunJul Sep Oct Nov Dec Portfolio review mtng. Aug XYZ Project ABC Project 123 Project ΦΩζ Project ÆøÅ Project New May Portfolio review mtng./Opportunity brainstorming for following year. Align with business cycles ROI Maximisation

11. October 2007 Deliver Value - Examples Cost containment project Resource streamlining project Vendor relationship management pilot

12. October 2007 Conclusion Strategic approach is necessary to deliver sustained value Change occurs when: V x D x S > R Active sponsor is key Be pragmatic – adjust to your corporate culture / environment