1. Driving Business Agility at Pfizer Martin Brodbeck Application Architecture Director Pfizer Global Pharmaceuticals martin.brodbeck@pfizer.com June 7, 2004

2. Agenda Pfizer Overview Enterprise Architecture & SOA Steps to Success Use Case: Approvals Pathway

3. Pfizer Overview #1 pharmaceutical company in every major market around the world Combined Revenue in 2003 was $45 Billion Our portfolio includes 14 number one medicines across several major therapeutic categories We invest over $20 million every business day in discovering and developing new medicines

4. Business Environment Business Environment Growing amount of information Number of products increasing Transactions and Information are distributed across a complex web of applications and networks Relationships becoming more varied and dynamic ProductsCore Business Processes Customer Relationships Evolving regulatory and legal requirements Increasing privacy concerns Security

5. Business Drivers Take advantage of our scale Visibility into product performance and sales across markets and therapeutic areas Creation of standard product views across business areas and functions Flexibility to change criteria for reporting and analysis based on changes within business environment

6. Integrated Business Approach Common View of Product Performance Integration of Business Processes Across Applications ProductsCustomers Business Processes Security Common View of Customers Identity and Access Management Pfizer Global Pharmaceuticals

7. Architecture as a Key Enabler Real time access and visibility of information across applications and databases –Information lives in different applications and databases across the enterprise –No authoritative source for product performance and information –High level of complexity and cost for integrating disparate data sources Agility through de-coupling of business functionality and processes from underlying technologies Integration across business groups, functions and processes Common governance and management model

8. PGP’s Enterprise Architecture = SOA Phase IPhase II Phase III n = 10 - 30n = 20 - 200 n = 500 - 10,000 Development Discovery CH 3 C 1 R 1-10 CH 3 C 1 R 4 Discovery Research Team Many Compounds In vitro & in vivo Screening Drug Candidate Selection Scale Up & Animal Tox File IND + + RegulatoryApproval and Launch! Regulatory Review Phase IV File NDA Commercialization SOA is our Enterprise Architecture Global-scale opportunity Business Process and Information Integration –Not on a bus –Not in an app server –Not in a packaged app –Lives within and between all of these systems Enables horizontal application development

9. SOA calls for a Paradigm Reversal: Business drives the technology

10. Accidental Architecture Silos of information and Pockets of integration Tightly-bound relationships; no flexibility Difficult or impossible to monitor and troubleshoot Complexity of inter-organizational collaboration Rigid, Costly and Difficult to Operate

11. Leverage XML Wraps fixed formats Makes files self-describing Can be extended without breaking Universally understood Normalize Data Representation Between Applications

12. SOA Infrastructure is Required Reliable communications backbone Service-oriented architecture (SOA) Intelligent routing XML transformation Configuration-driven Reliably Connect and Coordinate Interaction of Services

13. PGP’s Enterprise SOA Fabric Approvals Portal Sales Force Application Management Dashboard Auditing Data Approval SLA Customer Product Policy Enforcement Routing Shared Business Services Service-based Applications Shared Infrastructure Services

14. Evolution of SOA Architecture Portals Application Servers EAI Databases ERP Systems Today Tomorrow Smart Clients Service-Oriented Process Orchestration Web Services Front End Middle Tier Back End

15. SOA Guiding Principles Service orientation is a first-order principal –Loosely coupled –Shared services –Federated –Standards-based Scale is Critical –Horizontal scale –Global SOA = Independence –Language, programming model, platform, tooling –Implementation –Vendor –Inclusive, not exclusive

16. PGP’s Pragmatic Adoption Today’s project success… –High impact, strategic use cases –Process-centric applications –Reusable services for portals & dashboards …tomorrow’s architectural change –Enterprise-wide sharing and reuse –Semantic integration –Federated business processes –Service-oriented mobility

17. Steps to Success Business 1. Drive dialogue around the business process 2. Get the governance right 3. Drive strategic use cases 4. Push collaboration with trusted advisors

18. Steps to Success Technical 1. Connect business to technical architecture 2. Invest in technology-independent SOA infrastructure 3. Show me your WSDLs 4. Good Enough

19. Technical use case: PGP’s Approvals Pathway

20. Approvals Pathway: Background Centralize approvals functionality from multiple source applications available to audiences via the web –Expense reports –Project invoices –Travel requests –Requisitions A unified user interface acting as a “dashboard” into source applications –Provide just the right amount of information for users to perform common tasks –Hide the complexity of source applications –Provide easy access to additional information Web services for applications with approvals functions: bring products from multiple vendors and software manufacturers onto the same platform

21. Approvals Pathway – Technology Stack

23. Approvals Pathway Results Saves time for managers & executives Approvals done faster across multiple systems SOA Infrastructure encourages scalability to more systems & more users SOA Infrastructure means projects take less than half the time to complete Next steps: stepping on the accelerator From 3  20+ backend systems From 2 to 5+ consuming applications Extend Approvals Pathway to mobile users

24. Questions?