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University
of
Bradford
.
Practice
what
you
preach
–
it
will
give
you
credibility
with
your
business
customers
and
demonstrates
that
change
starts
with
self.
Throughout
its
journey,
the
ADP
team
has
never
introduced
a
practice
that
it
hasn’t
tested
on
itself.
This
makes
the
team
better
and
more
credible
teachers
when
they
take
a
practice
to
the
wider
organisation.
Content
may
be
subject
to
copyright.
26.

The
delay
in
competition
also
enables
the
company
to
develop
the
next
generation
of
patent-
protected
drugs
to
evergreen
its
pricing
strategy.

Not
only
does
Glaxo's
powerful
distribution
network
attract
small
biotech
companies
that
need
help
marketing
drugs,
but
also
very
large
firms
such
as
Amgen
AMGN
and
Roche
RHHBY
have
partnered
with
Glaxo
for
its
marketing
power.

Glaxo's
strong
cash
flows
enable
the
firm
to
support
the
$800
million
on
average
needed
to
bring
a
drug
to
the
market.
Finally,
Glaxo's
operations
in
vaccines
and
consumer
health
care
products augment its efforts in branded drugs, with only minor pressure on operating margins. You
don't have any recent items yet. In the course of our journey in introducing ADP we have learned a
number of general lessons, some we hope are new and some may sound familiar. http:/
/www.novartis.com/index.shtml In order to help drive these initiatives, GSK is utilising the
government-funded apprenticeship levy scheme to offer training and development opportunities to
their employees from early careers through to experienced professionals. Cambridge Spark’s full
digital pathway is available to all UK based GSK employees through the GSK Data Academy, they
and
their teams can gain the internal capabilities to better leverage data and make more informed, better
decisions based on insights. Not long out of Higher Education, Jake weighed up the greater learning
experience from the Apprenticeship against the greater cost of studying for a degree. http:/
/www.novartis.com/index.shtml · Creation of the GSK Change Framework & identification of OD,
Lean Sigma & PM tools Weeden, C., 2011. Smart giving is good business: How corporate phiyour
lanthropy can benefit company and society. San Francisco, CA: Jossey-Bass Weeden, C., 2011.
Smart giving is good business: How corporate philanthropy can benefit your company and society.
San Francisco, CA: Jossey-Bass Please complete the captcha below to prove you're a human and
proceed to the page you're trying to reach. A consultation period with GSK and Kaefer then
followed, with Boost Pro designing and installing a system of 3 Network Units and 12 Coverage
Units throughout the ground, first and second floors. 9. • The company has enough resources in both
the
pharmaceutical department as well as the three main product categories, namely: 1. Nutritional
Health care 2. Oral health care 3. Over the counter medicines • GSK focuses mainly on innovation,
but
still needs to implement this strategy more effectively. • The company did not rely on patents which
would expire and would be replaced by cheap generic drugs. Hence it was more concerned about its
customers
and
their well being. This is very important to sustain in the market. 8. • Adequate capital, manufacturing
and
drug
development skill can help this market to bloom. • The criterion of the industry maybe useful for
knowing the probabilities at each stage of the development of the drug. • Licensing and procurement
abilities of the company must be the best in market. • The ability to bring in more free cash flow is
the
main aspect of sustainability. • Strong manufacturing and R&D capabilities is a must. • All the
patients and physicians require the best treatments and hence there is a growing competition which
enables
companies
in
this industry to perform better. Научные труды Московского гуманитарного университета 21. 2.
MIS: managing information system is one of the functional capabilities obtained through vertical
integration with software solutions organization like ORBIS. GSK chose to use a Lean Sigma
approach to analyze the issues and develop a long term solution that supports the needs of a global
company
of
their size (Orbis, 2008). 3. Vertical Integration: GSK advisor uses the services of
PricewaterhouseCoopers (Pricewaterhousecoopers, (2009), which provides Human Resource
Services to manage compensation, pensions, share schemes and wider reward, technology, training
and
tax. 4. Research and development: as a part of organizational capability GSK possess the ability to
make research various drugs according to changing market demand (Glaxo SmithKline, 2009). GSK
has
the
ability to integrate the functional capabilities to form the value chain. VISUAL IDENTITY 25.
While this strategy will likely create some challenges like the potential legal violations that arose
earlier in the year in China, we believe the fast-growing emerging markets will help support long-
term growth and diversify cash flows beyond developed markets Turning to the bottom line,
Glaxo
continues to implement cost savings initiatives. Since 2012, the company has identified more than
£3 billion in potential annual cost savings, which should be achieved by 2014-16. The improved
productivity should help mitigate pricing pressure in Europe. Glaxo holds a wide economic moat
on
the
basis of patents, a powerful distribution network, economies of scale, and diverse operations.
Similar to its peer group, Glaxo's branded drugs hold patent protection that keeps competitors at bay
for
several years, while the company can charge prices that enable returns on invested capital above its
cost. The VICTOR luminaire is also fitted with a hinged gear tray, making it both a quick and simple
task to gain access to the ceiling void and with the access panel removing to the room side, the
required void clearance is kept to a minimum. · Investment in dedicated ADP consultants by ‘late’
adopter businesses Jake expanded on this, discussing the impact of his learning on his role at GSK.
... In the EDIS, we assume that the number of suppliers in disaster response is finite so it seems
appropriate to use MADM. One of the weaknesses of MADM methods is the rank reversal problem
[118], which means that result of the ranking (direction of maximising or minimising and the ranking
method itself) differs with the quality of the information available and the set of criteria representing
the
reality. However, in the uncertain environment of the disaster response, the decision maker always
has
to
settle for available or obtainable data. ... NEED TO TARGET A SPECIFIC AUDIENCE? ... In
MADM, preliminary normalization (i.e., mathematical transformation of all initial attribute values to
eliminate the effects of different scales of measurement before using a given method) is central to
the
decision process of various well-established, recent or completely new methods. Some of these are:
the
Simple Additive Weighting (SAW) (McCrimmon, 1968), the Technique for Order of Preference by
Similarity to Ideal Solution (TOPSIS) (Hwang & Yoon, 1981), the TOmada de Decisao Interativa e
Multicriterio (TODIM) (Gomes & Lima, 1992), the Complex Proportional Assessment (COPRAS)
(Zavadskas et al., 1994), the VlseKriterijumska Optimizacija I Kompromisno Resenje (VIKOR)
(Opricovič, 1998), the Multi-Objective Optimization on the basis of Ratio Analysis (MOORA)
(Brauers et al, 2006), the Relative Ratio (RR) (Li, 2009), the Performance Selection Index (PSI)
(Maniya & Bhatt, 2010), the Additive Ratio Assessment (ARAS) (Zavadskas & Turskis, 2010), the
Weighted Aggregated Sum Product Assessment (WASPAS) (Zavadskas et al., 2012), the Weighted
Euclidean Distance Based Approach (WEDBA) (Rao & Singh, 2012), the Multi-Attribute Range
Evaluations (MARE) (Hodgett, 2013), the Multi-Attributive Border Approximation area
Comparison) (MABAC) (Pamucar & Cirovic, 2015), the Combinative Distance-based Assessment
(CODAS) (Keshavarz-Ghorabaee et al., 2016), the Total Area based on Orthogonal Vectors (TAOV)
(Hajiagha et al., 2016), the Double Normalization-based Multiple Aggregation (DNMA) (Liao & Wu,
2017), the Combined Compromise Solution (CoCoSo) (Yazdani et al., 2019), the Proximity Indexed
Value (PIV) (Mufazzal & Muzakkir, 2018), the Simultaneous Evaluation of Criteria and Alternatives
(SECA) (Keshavarz-Ghorabaee et al., 2018), the Mixed Aggregation by Comprehensive
Normalization Technique (MACONT) (Wen et al., 2020), the Measurement of Alternatives and
Ranking According to Compromise Solution (MARCOS) (Stevic et al., 2020). Numerous types of
normalization methods can be found in the MADM literature (see e.g., Aytekin, 2021;Ploskas &
Papathanasiou, 2019;Shekhovtsov & Kołodziejczyk, 2020). ... Your North Star to continuing
professional development 17. Luft Detector NDIR This dual beam analyser is a standard method
for
analysis of SO2 across Europe. It has received regulatory approval in Germany. However, these
detectors are more susceptible problems associated with vibration than other detectors. The
development of microflow sensors has helped to overcome this problem. Luft detector unit. 0%
found this document useful, Mark this document as useful
·
Cross
Skilling
of
OD,
Lean
Sigma
&
PM
consultant
in
ADP
team
Margaret
Huggins,
MSc,
is
a
Lead
Consultant
in
the
Business
Improvement
team
(ADP
–
Accelerating
Delivery
and
Performance)
at
GSK
plc,
based
in
London,
UK.
Her
early
career
in
Human
Resources
included
the
IT
and
Pharmaceutical
industries,
working
across
the
UK,
the
US
and
diverse
international
locations.
Since
2005
she
focussed
mainly
on
the
field
of
Organisation
Development
and
Change
Management,
providing
internal
consultancy,
coaching
and
change
management
to
teams
in
GSK.
During
this
period
she
also
gained
a
Masters
Degree
with
distinction
in
Organisation
Development
at
Birkbeck, University of London, and successfully completed the NTL UK OD Certificate
Programme. In 2009, she joined the newly founded ADP team and helped to architect the strategy
and
operating model for this unique approach in GSK. Margaret’s consulting experience extends across
business improvement, change management and capability development in a complex, global
organisation, and as a leadership team member, she continues to shape the future of ADP. 22.
Non- stop R&D strategy- GSK has always engaged in huge spending on R&D as to develop its own
drug and patent it as a member of proprietary and recently has led immediate rival Pfizer on a hidden
R&D partnership journey (Invivo 2009). Although their partnership was known to the public for
sales of HIV drugs but here lies the secrete behind it. Sales & marketing strategy- with the help of
Vodaphone , GSK was able to market its Flixonase spray to cure hay fever to its customers through
mobile text messages and its sales team (mobile marketing 2006) which makes it marketing standout
from others. Outsourcing strategy- GSK and Galapagos Biotech formed an innovation alliance for
the
purpose of novel medicine osteoarthritis (A. Hoekema 2007) which GSK did with main intent of
outsourcing for innovation because of expiry of patent Not long out of Higher Education, Jake
weighed up the greater learning experience from the Apprenticeship against the greater cost of
studying for a degree. Simon Watson, L7 AI Data Specialist Apprentice 2. Serial Number Topic Slide
Number 1 INTRODUCTION ON GSK 3 2 MISSION OF GSK 4 3 STRATEGIC PRIORITIES OF
GSK
5 4 CASE STUDY QUESTION 1 6 5 CASE STUDY QUESTION 2 13 6 CASE STUDY
QUESTION 3 27 7 REFERENCES 34 28. Other companies should have their objectives set on
understanding how well they can create competitive advantage, and should look less on the assets
which the company has. It is very important to have support from the Government so that it would
be protected. Every company should have good public relations and create a high brand image.
Companies should keep their research and development team very active and come up with new and
better ideas all the time, so that their rivals would not take over them T: +44 (0) 1273 47 28 28 “We
use Aperian to facilitate communication and collaboration between teams, and it is amazing how
well it works for people in different countries and from various cultures.” 14. “Competitive
advantage means superior performance relative to other competitors in the same industry or superior
performance relative to the industry average.” Every company must have at least one advantage to
successfully compete in the market. If a company can’t identify one or just doesn’t possess it,
competitors soon outperform it and force the business to leave the market. PARIS OLYMPICS 2024
Jacqui is Vice President of Accelerating Delivery & Performance (ADP) at GlaxoSmithKline (GSK)
in
the
Talent, Leadership & OD Centre of Excellence. Graduating with an Honours degree in Business,
she
enjoyed a successful 13yr career in Management Consultancy before joining Glaxo Wellcome in
1999 as leader of the Business Redesign Office. In 2001, she was appointed as leader of post merger
integration and redesign for GSK’s Research & Development business. From 2003, her work in
GSK
became increasingly focussed on change – in coaching individuals, developing high performing
teams
and
leading complex, high magnitude organisational change. In 2009 she joined the Accelerated
Delivery
Programme team and was promoted as a leader of the programme in the following year. Jacqui has
extensive international experience in business transformation, organisation development, consultancy
and
coaching; she is passionate about organisation and people transformation that delivers outstanding
personal and business results. Show submenu for "Features" section You don't have any Studylists
yet. 15. • "Sustainable competitive advantage is the unique position that an organization develops in
relation to competitors that allows it to outperform them consistently” (Hofer and Schendel,1978). •
A competitive advantage is sustainable only when a firm possesses value-creating processes and
positions that cannot be easily duplicated or imitated by other firms leading to the production of
above normal rents. • SCA is a different competitive advantage (CA), because it provides a long –
term advantage that is not easily replicated. If other companies can easily imitate a firm’s source of
competitive advantage, then any edge the firm gains is short-lived. But if the advantage is difficult
to
understand or imitate, the firm can sustain it over time. The continuous rise in carbon footprints
arising from industrial and domestic activities has placed urgent need on renewable energy sources
globally. Wind as a renewable energy source is gaining global prominence because it can be
harnessed in small and commercial quantities. Several studies have been carried out on the subject of
wind energy. However, this paper is focused on multi-criteria evaluation of three Nigerian coastal
locations (Lagos, Port-Harcourt and Warri) for consideration for installation of offshore wind farm to
improve energy availability in the country. In this paper, attributes for offshore wind farm location
were collected for three locations in Nigeria; Victoria Island (VI) in Lagos, Abbonema area of River
State and Koko area of Warri. Ten-year wind speed data for the three locations were also collected
from the archive of Nigeria Metrological Agency (NIMET), while other required factors were
collected with the use of a well-structured Questionnaire and the respondents were senior staff of the
Nigerian Airspace Management Agency (NAMA) and NIMET. Collected data were analyzed using
Multi-Criteria analysis tool (TOPSIS). Average of a ten-year wind speed data for Lagos (VI), Koko
(Warri) and Abonemma (Rivers) were 6.251m/s, 7.294m/s and 7.347m/s respectively. Analytical
Hierarchy Process (AHP) gave a Consistency Index of 0.123029264 and Consistency Ratio of
0.084266619. The consistency ratios from the AHP were used to calculate the required Criteria
Weight (Cw) for the TOPSIS analysis. From the cumulative value of the analysed factors, Victoria
Island (Lagos) has the highest figure of 233.6677 with a consideration rate of 38% and this places it
above Koko (Warri) and Abonnema (Rivers) with a value of 187.7704 (30%) and 195.4377844
(32%). Based on the analysis carried out, Victoria Island Lagos appears to be the best option for
offshore wind farm consideration. Upstream from the GSK line there is a tray-emptying unit to feed
the
trays with devices. A Gigacombi followed by a Robocombi (Figure 1) empty the devices from the
trays and feed them onto the conveyor belt connected to the twin-head labeller RE 302 2T (Figure
2), which wraps a label around the device and applies a label on the front and back of it too. 26.
DOAS - Extractive System features Measurement cell & heated oven for the sample cell Heated
sample line including temperature regulator Heated sample probe including filter unit Sample
pump to extract gas via heated extraction line. Automatic calibration unit in order to meet the
requirements from the local environmental authorities. Looking Forward – Embed, Extend & Adapt
PACK DESIGN 0% found this document not useful, Mark this document as not useful Jake
expanded on this, discussing the impact of his learning on his role at GSK. An MCP840 TT
monobloc casepacker-palletiser equipped with a Gigacombi completes the packaging process. The
MCP840 TT has a very small footprint and can handle a wide range of cartons, even those larger
than average, and meets all the requirements related to drug serialisation and traceability. We created
a
custom inclusion learning journey for Coloplast leaders to help them build sustainable inclusive
behaviors and foster a sense of belonging within their teams. Kingsway House 0% found this
document useful, Mark this document as useful Issuu turns PDFs and other files into interactive
flipbooks and engaging content for every channel.
Show submenu for "Use Cases" section A challenge we continue to face is the fact that our ADP
ways of working were largely developed in the Western world, albeit with moderate successes in
Japan and China, so how do we navigate and shape the best solution for GSK’s growth areas of
Emerging Markets, Latin America and Asia Pacific? Our initial response to this challenge is to bring
talent from the East to the UK and to recruit local staff in these regions to help translate the essence
of our work. This dual strategy seems to be working well in this regard. · Investment in dedicated
ADP consultants by ‘late’ adopter businesses GSK's liquidity has been assessed using the current and
quick ratios. In comparison to the previous year, the current ratio has decreased by 2 percent. As of
December 31, 2019, this was primarily due to a decrease in trade debts and an increase in payable
balances, which was partly offset by an increase in inventories. The quick/acid test ratio has
remained constant at 1 times, and the cash to current liabilities ratio has remained constant at 0
times. Contact us to discuss your learning challenges and find solutions. “This has been a fantastic
team effort between the Marchesini, Waldner and GSK teams, delivered through the adversity of
covid challenges.” You don't have any Studylists yet. 15. • "Sustainable competitive advantage is the
unique position that an organization develops in relation to competitors that allows it to outperform
them consistently” (Hofer and Schendel,1978). • A competitive advantage is sustainable only when a
firm possesses value-creating processes and positions that cannot be easily duplicated or imitated by
other firms leading to the production of above normal rents. • SCA is a different competitive
advantage (CA), because it provides a long – term advantage that is not easily replicated. If other
companies can easily imitate a firm’s source of competitive advantage, then any edge the firm gains
is short-lived. But if the advantage is difficult to understand or imitate, the firm can sustain it over
time. Mayfair 14. “Competitive advantage means superior performance relative to other
competitors in the same industry or superior performance relative to the industry average.” Every
company must have at least one advantage to successfully compete in the market. If a company can’t
identify one or just doesn’t possess it, competitors soon outperform it and force the business to leave
the market. 0% “I’ve been to many different types of DEI training, but Aperian’s program was by far
the best I have seen. It was very relevant and I liked the way their facilitators encouraged
participants to use their personal experiences.” Simon Watson, L7 AI Data Specialist Apprentice
Case study completed for the module : Understanding Strategic Management Once sealed, the cases
with the devices reach the MA 255 continuous-motion horizontal cartoner with Robocombi, which
puts them into the carton together with the information leaflet. The cartoners in the MA family are
one of Marchesini Group’s masterpieces: impressively versatile machines that can package the widest
variety of shapes and sizes for both the pharmaceutical and cosmetic industries. Glaister, K. &
Falshaw, J., 1999. Strategic Planning: Still Going Strong?". Long Range Planning 32 (1), 107-
Preliminary normalization is central to the decision process of several popular, recent or completely
new multi-attribute decision-making (MADM) methods. However, a number of authors have pointed
out serious pitfalls attributed to normalization methods. One major pitfall, which has been identified,
is that normalization methods may lead to different final rankings of alternatives when a ranking
procedure (RP) based on them is used for solving a MADM problem. The current paper aims to
ascertain and illustrate the effectiveness of some RPs based on prominent primary WEighted Self-
NORmalizing Distance (WESNORD) metrics and their averages. The effectiveness of the selected
RPs is demonstrated by solving a logistics service provider (LSP) selection problem taken from the
literature. The results reveal that the RPs considered deliver final rankings of alternatives, which are
very similar to the SAW-produced reference ranking. (Registered in England) Save eConsultancy
have just published a nicely summarised case study for Digital Transformation in Consumer Health
Care (eConsultancy GSK Case Study.) GSK approached Boost Pro Systems in October 2020 to
enquire about improving the mobile signal throughout the FBU Building at their Irvine plant in North
Ayrshire. “Although there is a time barrier to learn these skills, you get this back quickly. If you put
in the hours and learn an independent data handling platform, you’d be surprised how much you can
get out of it quickly” Apply ADP ways of working to more projects and to whole business units as a
way of working Content may be subject to copyright. 13. WHAT WERE THE COMPETITIVE
ADVANTAGES OF GSK? WERE THEY SUSTAINABLE ? Recently, during the most difficult
times of the covid-19 pandemic, Marchesini UK managed to deliver a new highly automated
packaging line to GlaxoSmithKline (GSK) UK to handle three different autoinjectors for key new
products including biopharmaceuticals for the treatment of severe eosinophilic asthma and for the
treatment of lupus. BRAND ARCHITECTURE​ Join ResearchGate to find the people and research
you need to help your work