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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">\u9ea6\u80af\u9521\uff1a\u9ad8\u7ea7\u5206\u6790\u5728\u6570\u5b57\u5316\u8f6c\u578b\u4e2d\u626e\u6f14\u4ec0\u4e48\u89d2\u8272\uff1f<\/h2>\n\n\n\n<p 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class=\"wp-block-heading\">\u9ea6\u80af\u9521\uff1a\u5982\u679c\u4e09\u5e74\u540e\u518d\u56de\u8fc7\u5934\u6765\u770b\u6570\u5b57\u5316\u8f6c\u578b\u6240\u53d6\u5f97\u7684\u6210\u7ee9\uff0c\u60a8\u8ba4\u4e3a\u600e\u6837\u624d\u7b97\u6210\u529f\uff1f<\/h2>\n\n\n\n<p class=\"has-medium-font-size\"><strong>\u8d3a\u6069\u9706<\/strong>\uff1a\u6211\u4eec\u7684\u76ee\u6807\u662f\u6210\u4e3a\u4e2d\u56fd\u533b\u7597\u536b\u751f\u6559\u80b2\u751f\u6001\u7684\u9886\u519b\u4f01\u4e1a\u3002\u6211\u4eec\u5e0c\u671b\u80fd\u591f\u56e0\u4e3a\u6539\u5584\u60a3\u8005\u751f\u6d3b\u800c\u5f97\u5230\u60a3\u8005\u548c\u533b\u7597\u4ece\u4e1a\u8005\u7684\u8ba4\u53ef\u3002\u56e0\u6b64\uff0c\u6211\u4eec\u4e0d\u4ec5\u8981\u63d0\u4f9b\u4e00\u6d41\u7684\u836f\u7269\u7ec4\u5408\uff0c\u8fd8\u5e94\u6539\u5584\u4e0e\u60a3\u8005\u7684\u4e92\u52a8\u65b9\u5f0f\uff0c\u5207\u5b9e\u6ee1\u8db3\u60a3\u8005\u7684\u9700\u6c42\u3002<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u6211\u4eec\u5c06\u7ee7\u7eed\u81f4\u529b\u4e8e\u63a8\u52a8\u60a3\u8005\u65c5\u7a0b\u7684\u6570\u5b57\u5316\u8fdb\u7a0b\uff0c\u52a0\u5f3a\u6570\u5b57\u5316\u533b\u7597\u751f\u6001\u7684\u5efa\u8bbe\uff0c\u5f00\u8f9f\u65b0\u7684\u6536\u5165\u6765\u6e90\u3002\u6211\u4eec\u5c06\u529b\u6c42\u8fd0\u8425\u7cbe\u76ca\u3001\u7ec4\u7ec7\u654f\u6377\uff0c\u57f9\u80b2\u6781\u9ad8\u7684\u521b\u65b0\u80fd\u529b\uff0c\u529b\u4e89\u8f6c\u578b\u6210\u4e3a\u6700\u9ad8\u6548\u7684\u4f01\u4e1a\u3002<\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<p class=\"has-medium-font-size\">The rapid development of digital technology is profoundly changing everyone&#8217;s daily life. For the younger generation and those who remain young at heart, the mobile digital experience has become an integral part of consumer services, from banking and insurance to entertainment, retail and travel.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">The healthcare industry is no exception. Patients, healthcare institutions and other industry stakeholders are driving the digital patient journey, which integrates online and offline, to open new opportunities for pharmaceutical research and development and healthcare delivery, remove barriers to treatment, and improve outcomes. Under the leadership of CEO Paul Hudson, French pharmaceutical company Sanofi is moving full speed ahead with its digital transformation. Sanofi aims to be a global leader in scientific innovation, transforming medical practice through digital technologies and data.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">In order to achieve this goal, Sanofi has established new institutions in China to focus on advancing digital innovation in the healthcare industry: in early 2018, Sanofi opened an innovation center in Shanghai to expand and deepen cooperation with Chinese digital enterprises; In 2021, the Sanofi Institute for Biomedical Research was established in Suzhou.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Sanofi China Research Institute, combined with the company&#8217;s early-stage research capabilities, actively participates in the Chinese drug development ecosystem with the aim of accelerating the development of best-in-class and first-in-class drugs. In addition, Sanofi established a subsidiary, Amulet Health Technologies, in 2021 to provide one-stop O2O disease management solutions for patients with chronic diseases.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Amulai is the result of Sanofi&#8217;s strategic cooperation with Shanghai Pudong Software Park. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">In terms of digital innovation, Sanofi&#8217;s partners include tech giants such as Jingdong Health, Ping An Health and Tencent, as well as several Chinese startups.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Amurai&#8217;s openness to collaboration is in line with the personal characteristics of Dr. Pius S. Hornstein. As a veteran of Sanofi, Tim Hohn took the helm of Sanofi&#8217;s Greater China business in 2019.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Franck Le Deu, head of McKinsey&#8217;s life sciences practice in Asia, and Xiaoqing Tang, McKinsey&#8217;s global associate managing partner based in Shanghai, sat down with Dr. Heen to discuss the challenges of digital transformation for large pharmaceutical companies.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Specifically, the interview revealed the following three points: First, when measuring the return on investment, we should pay close attention to milestone events; The second is the importance of attracting and retaining digital talent. Third, technological progress is greatly promoting the transformation of medical services in China.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">McKinsey: What impact will digital transformation have on Sanofi&#8217;s operations in China over the next five years?<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">He Enting: In the near future, the healthcare system may achieve a fully digital O2O patient journey, creating new opportunities in areas such as drug development, medical services and patient follow-up, while removing barriers to treatment and improving treatment outcomes. Nowadays, many patients choose wechat mini programs and websites to search for disease-related knowledge and treatment methods, making Internet hospitals come into being. Although the network hospital does not have a physical entity, it can issue medical orders and prescription drugs. Two years ago, there were only a few hundred Internet hospitals in China. Now there are thousands of them, working with physical hospitals to provide services to patients.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">As a leading healthcare company, Sanofi needs to find the right entry point and use its expertise in the most appropriate way to contribute to China&#8217;s healthcare ecology. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">For example, how do you interact with the doctor, or how do you help the patient find the right information to assist both doctors and patients while following clinical guidelines? In addition, we want to truly understand patient needs and upgrade products based on patient feedback to improve treatment outcomes.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">From a business perspective, increasing operational efficiency at scale allows us to truly understand the 40,000 or 50,000 interactions we have with healthcare practitioners (HCPS) every day. We can measure HCP satisfaction through a Net Recommendation Value (NPS) survey, based on which we design meaningful interactions and programs to better empower our employees. For example, we hire approximately 3,500 employees each year, almost all of them offline. More than 90% of the onboarding process is now online, saving HR teams and incoming employees thousands of hours and creating new value in other ways. Today, the average Sanofi job seeker has an NPS of 85. The superior digital experience immediately positioned us as an innovative company and had a positive impact on ROI.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">McKinsey: Sanofi&#8217;s digital transformation is now quite large-scale. How did it get started?<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">Tim Hohn: We started with a three-year high-level plan and roadmap based on the group&#8217;s global vision. By 2020, we have transformed from a highly decentralized traditional ITS (IT Services) organization &#8211; dozens of reporting lines scattered across different hardware and software systems &#8211; to one of the first integrated digital organizations in China &#8211; managing technology infrastructure, data, digitization and innovation in one place. This major initiative sets unified goals at the organizational level, enhances employee cohesion, and helps the company move quickly on the right track.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">McKinsey: How does Sanofi measure progress in digital transformation?<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">Tim Hohn: At the beginning of the digital transformation, we had more than 140 projects, but not all of them were clearly defined or had clear indicators of success. This is not a new question, but it gives us new insights. We realized that prioritizing growth and focusing on creating value for patients and the company was a top priority.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">After in-depth research, we found that improving patient outcomes, increasing revenue or improving operational efficiency can improve ROI. At the same time, we also benchmarked other pharmaceutical companies and digital leaders in the non-pharmaceutical field. In order to deepen the interaction with medical practitioners, we soon opened a corporate wechat and established a data lake and cloud hosting on Tencent Cloud.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Thanks to these measures, we were able to maintain steady growth despite having little interaction with healthcare practitioners in the first few months of the COVID-19 outbreak. McKinsey&#8217;s Digital Quotient shows that our digital maturity was below average in mid-2019 and is now in the top 10% of global pharmaceutical companies. According to the results of an industry-wide survey of enterprises in China conducted by McKinsey at the end of 2021, our digital maturity is also in the top 10% of the industry.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">McKinsey: In 2021 Amurai was established. What is the idea behind its creation? How does it reflect the idea that digital health care opens up new sources of revenue?<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">He Enting: If the patient is not diagnosed, the great medicine in the world has no meaning to exist. More than half of people with diabetes in China have never been diagnosed. Even among those diagnosed, more than half do not receive appropriate treatment, and many end treatment prematurely. Developing digital tools to facilitate and improve doctor-patient interaction is challenging. Amro provides digital chronic disease management services to patients by combining software tools with disease professional guidance.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Ultimately, we hope to develop a digital solution that can be included in Medicare reimbursement. DigitalTherapeutics (DTx) related products are growing rapidly in the U.S. market, and the German government has taken the bold step of beginning to reimburse some medical services. We hope that Chinese regulators will also consider taking measures to encourage and promote digital therapy, after all, to meet patient needs and improve treatment outcomes.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">McKinsey: Dream and Go 2021 Sanofi Innovation Summit attracts nearly 7,000 participants in China&#8217;s healthcare ecosystem. What are the considerations for holding the summit?<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">Ting He: We want to do our best and keep innovating. We have set up an innovation center dedicated to working with startups and technology companies to integrate into the Chinese healthcare ecosystem with an open mind. Since 2019, the annual Dream and Go Summit has given us access to Chinese technology companies and the opportunity to work together to create solutions to solve pain points. In addition, we invite venture capital and other investment firms to work with and invest in the entrepreneurs they introduce. For example, we worked with a device developer that tests tremors and related indicators in patients with Parkinson&#8217;s disease to collect real-world data from patients during their treatment. These practices have helped Sanofi solidify its reputation in digital and healthcare innovation, making us more attractive to talent.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">McKinsey: What are the key factors for the success of Sanofi China&#8217;s digital transformation?<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">Timothy Hohn: Setting clear goals is the first factor. The company&#8217;s global strategy should be aligned with its major markets. For enterprises, especially those of Sanofi&#8217;s size, decentralization is the enemy of digital transformation. As I mentioned earlier, it is important to define priorities with determination, but it is also important to note that after six months, something new will inevitably emerge that will derail the established goals and slow down the pace of progress.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Compared to three years ago, our total investment is lower, but we are devoting more resources to key projects. By shortening iterative agile development cycles and involving users in the development process, we have succeeded in increasing the relevance and impact of our solutions.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">The second obstacle to success is ourselves, the leadership and management team. Everyone likes to be in charge. In the past, this has often been associated with &#8220;separate&#8221; performance management, but this does not apply to the digital future. You need to show an open mind and the ability to empower, delegate and collaborate. Building digital capabilities is also a key factor. To attract and retain digital talent, we must develop a cadre of managers who truly understand digital. In the past, we didn&#8217;t move fast enough to adopt innovative ways of working with new employees, leading to frustration and even departure.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">McKinsey: Do the vast majority of Sanofi employees currently follow agile principles?<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">Tim Hohn: Our first priority is to embed agile thinking and promote agile working models within digital organizations. Considering that most employees are used to the old IT services organization, and most use waterfall development and project-centric models, change is not easy. We pair our digital team with our business team to develop key products and focus on business operations, particularly healthcare and marketing, to make a more positive impact on patients. This requires us to recruit more agile coaches, increase awareness of agile, conduct training efforts, and adjust office space to support agile team work.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Our certified Agile experts and product managers are training the next generation of Agile coaches. Another big point of agile thinking is learning by doing, which is a continuous learning journey for our employees. Even now, we are only halfway there. One of our goals is to achieve a massive agile transformation over the next two years. Of course, this is not to say that agile patterns are suitable for all domains. Some areas are better suited to the classic waterfall development model. The trick is to strike a delicate balance.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">McKinsey: What are the main barriers to scaling up Agile and digital ways of working?<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">Tim Hohn: The first step is to ensure that your technology and data base can serve the transformation goals. Integrated systems and cloud databases are fundamental to achieving scale. Sanofi&#8217;s long tradition of mergers and acquisitions poses a real challenge to this.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">As early as two and a half years ago, Sanofi China has decided to adopt a single cloud model. At the same time, we also used enterprise wechat to build a mobile front end for customers and employees. Then we moved on to more important issues like agility and digital capabilities. We&#8217;ve trained most of our employees in agile and digital capabilities, and we&#8217;ve done a great job of upgrading our thinking and culture across the organization. The road is long and there is still much work to be done.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">McKinsey: How to attract and retain digital talent?<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">He Enting: The talent turnover rate in China&#8217;s medical market reaches 25% to 30% on average, and 30% of employees choose to leave each year. Digital talent is clearly in high demand. Our response has been to shift from a focus on retaining talent to a permanent attraction for current and potential employees. To this end, we do our best to empower our employees and create attractive career opportunities. Including cross-functional and international transfers, while maximizing recognition of employee achievements.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">We also encourage this talented team with an average age of 28 to pursue their dreams in life. At Sanofi, digital transformation has increased employee satisfaction, considering that the recovery of the Chinese economy has pushed up the turnover rate of the entire market, especially in the healthcare industry. But our turnover rate has decreased rather than increased. In addition, Sanofi is the only pharmaceutical company to have won the # 1 spot in China&#8217;s Top Employer twice in a row, and we won the # 1 spot in 2020 and 2021.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">McKinsey: It is often said that while China&#8217;s data is large, most of it is of low quality. How does Sanofi improve the quality of its data and make it more reliable?<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">Tim Hohn: I think to say that China&#8217;s data is unreliable is often to find an excuse for not caring about the data. This is a huge mistake. All data, regardless of quality, can help us benchmark customer behavior and gain insights from it. As long as data is valued and standardized and collated, quality can be improved quickly. The next step is to work with reliable data holders to deploy a proper data governance process and provide digital monitoring tools to ensure the quality of the incoming data. When interacting with healthcare practitioners through digital touchpoints such as corporate wechat. It also helps us generate our own data and improve quickly by measuring customer satisfaction and other variables.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">McKinsey: What role does advanced analytics play in digital transformation?<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">Timothy Hohn: Advanced analytics, like artificial intelligence, has become a buzzword. But it is a foundational technology that allows companies to make decisions based on data rather than subjective judgment. For example, we deploy an intelligent engine that analyzes data from 50,000 touch points per day to help us identify correlations between data and improve customer interactions. These insights also improve the efficiency of our front-line employees and marketers. Ultimately, we want to bring together physical interactions, digital interactions, and delivery systems to provide the best patient experience. 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