1. False Starts & Bad Ideas: The Path to
Business Innovation
May 8, 2013
http://bit.ly/crinnovation

2. The Business Scenario
• Genetically Engineered
Models and Services (GEMS)
House engineered animal
models at our facility prior to
entering client research
These models have human
related issues (i.e., cancer,
diabetes, high blood pressure)
GEMS provides large portfolio of
services to help clients achieve
target animals/data
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3. The Business Scenario
• Genetically Engineered
Models and Services
All animals are housed in a bio-
secure environment to ensure
animal health status
Each animal is tracked uniquely
Clients includes
Pharmaceutical, Bio-Tech,
Academic Institutions
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4. The Business Scenario
• In 1991, The GEMS
business initiated
Projects had very little
complexity
Number of services
provided to the clients
were limited
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5. The Business Scenario
• By 2011, GEMS
had expanded to 8
sites in 6 countries
Customer demands
led to an increase in
complexity
Number of services
provided by GEMS
grew exponentially
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6. The Business Scenario
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• 2500 isolators managed
through a paper process
internationally
• Project data was stored
locally in high density
filing /off-site storage
• Minimal database usage
• High profile/confidential
data

7. The Business Problem
• Inefficiencies/Labor Cost
 Triple checking
 Transcribing data 3+ times
• Errors
 Transcription
 Task Execution
• Competitive Disadvantage
 Customer looking for real-time data
 Main competitor has some automation
 Decline in customer confidence due to errors
 Minimal new opportunities due to lack of real-time data
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8. The IT Problem
• Lack of understanding of the complexity and
inefficiencies associated to the GEMS business
• Early on, IT’s philosophy limited the possible
solutions
• New CIO was hired with a new philosophy which
expanded the possible options for a solution
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9. The Process
• Building internally
Generated Requirement
Documents
Built a Project Charter
• Buy an off-the-shelf
software
Examined 20 software
options
Demo’d the 2 of the best off-
the-shelf software options
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PRO – build the business vision
CON – takes too long to build
and lack of resources
PRO – fast to production
CON – business has to fit vision
to software

10. A Different Approach
• Contracting the
development of a solution
OutSystems brought more
an a great platform and
methodology
o Rapid comprehension of
business needs
o Complete investment
o Fast turnaround
o Intelligent new perspective
o Open/flexible with new ideas
o Outstanding team management
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PRO – fast to production with
the highest of quality
PRO – build the business
vision not retrofitting
PRO – willing to partner with
the business to build a solution
not just software

11. Agile Ways
• Typical IT waterfall projects lead to building all
requirements (critical and low priorities), which
gives the business little room to adjust/enhance
application features.
• OutSystems approach gave the business to ability
to reprioritized at any point, which allowed them to
push innovation and enhance critical components.
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12. A Clean White Board
• Early in development, the business took a few risks
to push innovation.
• Taking risks inevitably led to false starts and ideas
that did not work.
Tablet interface
Voice commands
Voice prompting
Keypad interaction
RFID use
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13. Vision Shift
• All “Must Haves” were not apparent from the start
• During the build, it became clear to see the true
“Must Haves” vs. the “Nice to Haves”
• OutSystems’ approach allowed the business to
refine the requirements to focus on the true “Must
Haves”
• In addition, OutSystems development helped refine
some of the business processes internationally
• This methodology led to innovation and a better
application
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14. The Result
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15. The Result
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16. The Result
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17. The Result
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18. The Benefits
• Data Quality and Integrity
• Efficiencies Gained
Reduced support labor by 100%
Reduced tech labor by 10%
• Cost Savings
Gratis due to errors by 80%
Reduction of all paper related supplies/storage by 95%
• New Opportunities
Closed new business that was not otherwise available
prior to ICM
Added new sales within existing clients
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19. ICM Video
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20. False Starts & Bad Ideas: The Path to
Business Innovation
May 8, 2013
http://bit.ly/crinnovation