The document outlines BT's strategy of continuing its focus on 5 tenets across 3 principles to drive performance and cost improvements as a full solutions provider and the best place to work, while leading with integrity, intention and energy. It discusses creating value for the business through IT-aligned strategies and results stated in business outcomes, and providing thought leadership with a seat at the table.

1. BT Strategy
Continued Focus on 5 Tenets x 3 Principles
Full Solutions Provider
Drive
Lead with
Create Value for The Best Place to Do What You Say Performance
Integrity, Intention
the Business Work You Will Do and Cost
and Energy
Improvements
• Business driven – IT • Every interaction is • Create an IT talent • Be transparent • Achieve goals of
aligned strategies an opportunity to magnet the transaction
shape a perception; • Make IT simple for
• Results stated in be intentional in the • Own your growth business partners • Balance quality, cost,
business outcomes perception you’re utilization
• Develop yourself and
shaping others: strong culture • Deliver on “the • Act as an Owner –
• “Seat at the table” – of internal promise” – on time source, buy, manage
provide thought • Be a key partner in development and budget
leadership driving fundamental
business change
Investments
ighly Selective
• Obsessive focus on
*Hkey business
imperatives
BUSINESS TECHNOLOGY 1

2. Business Technology 2010 Report Card
Operational Performance Status Strategy and Alignment Status
Achieving and exceeding Driving global standardization
financial targets with ERP
PGM enabling global supply
Driving $XXXM+ portfolio
network
reduction with governance
Medical focusing on process
Delivering on integration simplification & compliance
commitments
R&D pursuing clinical trial
Driving simplification & excellence & 'virtualized R&D'
standardization
WBB aligning investments with
customer & market dynamics
Pursuing service excellence
PDB engaging customers
through new channels
BT selectively investing in
business innovation
BUSINESS TECHNOLOGY 2

3. Company Imperatives
• Innovation in Medicines for
Customers
• Deep Customer Insights
• Growing Profit Faster Than Sales
• Simplifying, Streamlining, Productivity
Through Standard Business Processes
• Highest Quality Products Delivered by a
Supply Network
• Best Talent – Best Place to Work
BUSINESS TECHNOLOGY 3

4. Performance by Region
Total
$XXX B
Developed Europe
$XX B
France: $XX B
Italy: $XX B
Germany: $XX B
United Kingdom: $XX B
Spain: $XX B
Medium Size Markets: $XX B
North America Asia Pacific
$XX B $XX B
U.S. Vaccines: $ XX B
Domestic Pharm $ XX B
U.S. $ XX B
Puerto Rico $XXX B Japan: $XX B
Canada $ XX B Australia New Zealand: $XX B
Korea: $XX B

5. 2011 Strategic Goals
Near-Term Growth Future Growth
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Enhance talent management and improve manager effectiveness
Engaged & programs
Talented Colleagues Increase colleague engagement
Deliver on commitment to Operational
Operational Excellence Corporate Project
Enhance operations that improve key stakeholder
Excellence engagement processes and portfolio decision making
Execute on innovative market development and launch
Core Capabilities readiness strategies
Ensure performance with Integrity / Compliance principles

6. Financial Results Dashboard
First Quarter 2011

7. The Evolving Industry Landscape
Founded Then
1976
1978
1979
1980
1980
1981
1981

8. The Evolving Industry Landscape
Founded Then Now
1976
1978
1979
1980
1980
1981
1981

9. PGS Transformational Strategies
Optimize Increase Enhance
Optimize Commercial
Supply Core Process
Network Performance Value
Network Excellence
• Quality Products and • Operational Excellence • Innovation across • Co-develop new
Processes (RFT, Lean, NPP, product lifecycle products
• Internal & external BSC, Innovation) • Revenue creation & • Global Supply /
sourcing strategies • Energy/CO2 reduction enhancement Delivery Chain
• Capacity, capital, • Complexity mgmt transformation
• ERP
best cost & asset • Supply chain • Clear structure,
utilization security roles, processes
• Engagement • Recognition • People Manager Excellence
• Talent Planning & Development Colleagues • Diversity & Inclusion
• Quality & Compliance • Environmental, Health & Safety
• Fast, Flexible, Innovative Culture • Business ownership

10. 2011 Goals
Aligned with Mission Elements and BU imperatives
Improve customer Strengthen key Drive growth through
linkage business processes new business
opportunities
Improve market Achieve innovation
responsiveness milestones
Deliver the 2011 Institutionalize core OE Advance enabling
operating plan capabilities technologies
Execute global network
initiatives
Build a winning Strengthen linkages with Improve process
organization the BU capabilities
Set the standard for Drive green / Strive for injury free
Quality sustainability programs workplace

11. 2011 Tactics: Customers
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opportunities
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12. 2011 Tactics: Financial
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opportunities
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Achieve innovation
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13. 2011 Tactics: People
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linkage  fasflcljerwerjerj
business processes new business
opportunities
Improve market  vserjoi3npiwjrdffsdf
Achieve innovation
responsiveness milestones
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14. 2011 Tactics: Internal Processes
Improve customer Strengthen key Drive growth through
linkage  Asdfjllierijk
business processes new business
opportunities
Improve market  fasflcljerwerjerj
Achieve innovation
responsiveness milestones
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Set the standard for Drive green / Strive for injury free
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15. Key Stakeholders
Patients
Consumers Governments
Doctors Retailers and
Pharmacists

16. Confidential. For Internal Use Only.

20. Note – these are variation
of graphics for the previous slides
Financial Procurement Manufacturing Supply Chain YYYY
management management Resource Management Management
Systems Systems Planning Systems Systems
Systems
20

21. Our Technology Platforms
Small Molecules Proteins Vaccines

24. Strategies for Identifying the “Right”
KOL Engagement Model

25. 1. Case for Support
Text here
Text here
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Text here
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26. 1
Strategic
Planning
4 2
KOL
Metrics
-Tracking and Lifecycle KOL
Reporting Management Identification
3
KOL
Engagement

27. 1
Step 1: Strategic
Planning
Strategic Planning 4
Metrics
-Tracking and
KOL
Lifecycle
2
KOL
Reporting
Efficiency
Management Identification
3
KOL
Engagement

29. Section Divider Slide

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32. 32

33. CATEGORY: LOREM IPSUM
100 300 500
33

34. CATEGORY: LOREM IPSUM
HOW MANY TIMES A DAY IS IT RECOMMENDED
THAT WEANING INFANTS AGED 9 TO 11 MONTH
BE OFFERED COMPLEMENTARY FOOD?

35. NEXT CATEGORY: LOREM IPSUM
300 POINT QUESTION ?
35

40. Payor HCP
Improved
QOL and
Reduction of
LT Disease Burden
For Patients and
Society
Patient FDA
Pharma

44. A Changing Environment

45. A Changing Environment

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56. Presentation Name
John Doe
Title

58. #9
In the year 2000, what was
the product with the highest growth
in sales of 167% in Puerto Rico?
A: Product A C: Product B
B: Product C D: Product D

59. S
A S
P F T
F U E L E F F I C I E N C Y
R T L
F Y E
O
R E L I A B I L I T Y
M
A C
N O
C S
R
P R E S T I G E

60. Discovery
Toxicity
Safety
Stability Price
Efficacy
Target
Product
Profile
Regulators

61. Target
Product
Profile

63. Presentation Title Is Placed Here
Presenter’s Name
and Date, etc

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