Made be team idP! (idp-crew.com) for Changellenge Moscow - 2013 Theme: SMS FOR LIFE (The leadership challenges for Project visibility and success)

1. SMS FOR LIFE
THE LEADERSHIP CHALLENGES FOR
PROJECT VISIBILITY AND SUCCESS

2. Sofya Latkina Edward Kagan Alexey Lifshits Pavel Shilov
4-year bachelor of
Department of Software
Engineering, HSE
Projects:
project certificate of
company “ROSA”
Certification:
DSD (Das Deutsche
Sprachdiplom)
Certificate of engineering
winter school, HSE
Graduated bachelor(2011),
Department of Software
Engineering, HSE
2-year master degree of
Department of Software
Engineering, HSE
Work:
system administrator
“Prime Company”
system administrator
“Prime Leasing”
senior developer “Alset
Wellen”
Projects:
Imagine Cup certificate
UX 2011 Moscow
certificate
Certification:
IELTS General (6.5)
4-year bachelor of
Department of Software
Engineering, HSE
Work:
-assistant “Institute for
System Programming”
Projects:
project certificate of
company “ROSA”
Certification:
IELTS Academic (6.5)
Certificate of engineering
winter school, HSE
4-year bachelor of
Department of Software
Engineering, HSE
Work:
-senior developer “Alset
Wellen”
Projects:
project certificate of
company “ROSA”
Certification:
IELTS Academic (6.5)
Common interests: team work, challenges, creativity
TEAM CV

3.  In order to solve this problem three solution directions can
be considered
THE BASIC PROBLEM OF NOVARTIS FOR TODAY IS THE
LACK OF VISION FOR THE FUTURE DEVELOPMENT OF THE
SMS FOR LIFE PROJECT
Improving SMS for Life
scalability, make add of
new services/initiatives
easier
Forming project image,
make it popular,
underline priority of the
emerging markets
problems
Enhancing profitability
level of Novartis
New initiatives, new
services in the project, new
opportunities
Costs decrease, profit
increases
The problem affects
worldwide discussions, the
attention of new partners
and initiatives is attracted

4. Cooperation with
security providing
organizations in the
regions
Insecurity leads to a
decline in trust to the SMS
for Life project, causing
loss of interest of investors
and partners
Partners and possible
investors more likely will
put their money in safe
project, than in risky one
Shipment delay or
cancelation transfers into a
penalty payments and
possible death
Statistics gathering
and the flexibility* of a
system must be
emphasized
Statistical data may be
collected on everyday
basis, providing the most
precise data about African
stocks for now
Not only SMS, but WAP
and WEB gates may be
provided for stock
reporters and partner
companies
GPS can be involved in
supply chain
management, to track the
position of medicines**
SMS for Life project
workflow has to be
reorganized
Four-level hierarchy, with a
strong division of
statistical, supply chain and
administration
Basing on statistics
administration works with
partners and supply chain
performs
In its turn supply division is
responsible to deliver
shipment securely and on
time, and also to provide
data feedback
Administration also is
involved in both above
processes, but key aim of it
is to supply project
operation in a whole
Additional ways of
network organization
have to be considered
Special founds may be
provided by some big
company as a part of
corporate social
responsibility program
Additional stimulation for
reporters may be achieved
with a partnership with
some cell-network
providers
BASING ON SWOT ANALYSIS (SEE APPENDIX, SLIDE 10),
FOLLOWING IDEAS CAN BE PROPOSED TO BE EXECUTED
FOR THE FIST SOLUTION DIRECTION
* - flexibility here means ease of adding new services
** - one of the key efficiency indicator is a rate of sales, to keep it on a
high level it is very important to keep track on stocks and supply trucks
Health posts
Supply Chain
Statistics
Admini
stration

5. Live show
Web-site
PR
“Save the
life”
Donations
Live show on some international channel (Discovery, for example)
can be launched. Key ideas: to report from the troubled regions of
Africa, to show malaria patients (and other diseases), the treatment
process, the work of project SMS for Life
The IT department of Novartis can develop the web-site for the project
SMS for Life*, for PR department to cover details of project
progress, publish statistical data, interact with visitors (see point
“Donations” also), support and cover all events (see other points on
this slide)
This point basically implies the speeches on specific** conferences, writing
articles to the international publications, devoted to the problem of
medicines’ stock-outs, problem of emerging markets, widespread diseases
and to the SMS for Life project at most
Social initiative named “Save the life” will be started. Recruitment will help with
deployment of SMS for Life, volunteers will perform adoption courses and trainings
for local population, in return symbolic gratitude (certificates and badges with
project symbolic [see example below]). Project partners also can participate by
allocating human resources as part of corporate social responsibility
The donation system has to be considered for implementation; this is targeted at
people who demonstrate the intention to help and to be involved in the project, but
can’t do it personally
* - SMS for Life site is today one of the
pages on Novartis web-site. The SMS
for Life project should be perceived as a
project that saves lives, not as one of
Novartis’s appendages
** - by “specific” here “devoted to the problem of
malaria and other spread diseases” is meant. Examples:
East Africa Conference, AU conference of ministers in
charge of social development
Project
image
presentation of
the project to
potential
partners
focus on the problem
which is being solved
by SMS for Life
project
introduction of the
project to the
international
audience
FOLLOWING ASPECTS HAVE TO BE CONSIDERED TO
SUPPLY SOLUTION SECOND DIRECTION

6. 1
THE PROPOSED STEPS CAN BE EVALUATED ON COST
AND PROFITABILITY AS FOLLOWS
1 – the Live-show on worldwide
channel (Discovery) airing
2 – the web-site development
3 – presentations for national
and international
conferences, publications
4 – social project “Save the life”
launch
5 – system for public donations
(all money go to the project
future investigation)
establishment
On this McKinsey matrix, projects are ranked depending on their impact to the business partners (axis
X) and everyday people (axis Y). Initiatives are also differentiated by size (according to estimated costs
of them – the bigger circle, the more spendings) and by color (according to probable amount of the
intended effect – the darker the circle, the better the result of project implementation)
Focusoneverydaypeople
Focus on the business partners
2
3
4
5

7. Expansion into new markets, the promotion of the project
simultaneously in several regions (first Africa, then Latin
America, after that – Asia)
Carrying out contract researches, gathering medical
histories (information about new
strains, symptoms, tolerance/intolerance of
medicines, course of the disease)
Conducting of pilot programs
(testing of new drugs on terminally ill
patients, for example, as this
becomes their only chance to be
cured)
Prediction of seasonal epidemics
basing on the statistical data; using
them also for identifying the
dependencies between diseases in
different regions under different
weather conditions
Consideration of selling
statistics to external
interested parties for
market research
purposes
THE THIRD SOLUTION DIRECTION ESSENTIALLY REFERS TO
GENERATING REVENUE FROM THE EXPANSION INTO NEW MARKETS,
INCREASE OF NOVARTIS PRODUCTS SALES, THE USE OF THE SMS
FOR LIFE PLATFORM, AND OFFERING ADDITIONAL SERVICES

8. * - see the details about the choice of countries in the appendix (slide 11)
Months amount
0-6 6-12 12-18 18-24 24-30 30-36
Gathering
statistics
Tanzania and all
countries, where
program is
established (start)
Tanzania (ready
for Internet
publication of
data),
Nigeria (start)
+ Sierra-Leone
(start)
+ Gambia (start)
Making
forecasts
Statistics are
gathering...
Tanzania and all
countries, where
program is
established (start)
Tanzania (ready for publication about
epidemics),
Nigeria (start)
+ Sierra-Leone
(start)
Selling
gathered
statistics
Statistics are gathering… Tanzania
Tanzania,
Nigeria
Tanzania,
Nigeria
Tanzania,
Nigeria, Sierra-
Leone
Expansion
into new
markets
Tanzania (market
is mastered)
Tanzania + Nigeria
(start)
Tanzania + Nigeria
(market is
mastered)
Tanzania + Nigeria
+ Sierra-Leone
(start)
Tanzania + Nigeria
+ Sierra-Leone
(market is
mastered)
Tanzania + Nigeria
+ Sierra-Leone+
Gambia (start)
ALL ACTIVITIES, NEEDED FOR THE REALIZATION OF ABOVE
MENTIONED IDEAS, CAN BE ORGANIZED IN AFRICAN COUNTRIES
(AFTER ALL CURRENT ACTIVITIES WILL BE FINISHED) ACCORDING
TO THE FOLLOWING TIME SCHEDULE*

9. APPENDIX

10. Helpful Harmful
Internalorigin
- rise in image
- no competitors
- success in pilots
- existing connections with various
partners
- organizational problem (SMS for Life is a side
project)
- high maintenance costs
- difficult supply chain
- possible lack of capital in emerging markets
- lack of funding
- everything is outsource (lot of partners but
nothing own)
Externalorigin
- contracts with new partners
- fraction external funding
- scalable system
- IT department can create his own
processing system
- problem with government
- lack of security
- end-user behavior
- mutations of mosquitoes (possible inefficiency
of current vaccine)
THE CURRENT STATE OF THE SMS FOR LIFE PROJECT CAN
BE EVALUATED BY THE FOLLOWING SWOT MATRIX
Strengths
Opportunities
Weaknesses
Threads

11. № Country Population Area
Density of
population
Death Rate Per
100,000
Scalarization
(3 * death rate + 2 * density)
1 Nigeria 170,123,740 923,768 km2
184.2/km2
79.3 606,3
2 Sierra Leone 6,000,000 71,740 km2
79.4/km2
132.5 556,3
3 Gambia 1,782,893 11,295 km2
164.2/km2
53.7 489,5
4 Burkina Faso 15,730,977 274,200 km2
57.4/km2
103.4 425
5 Guinea-Bissau 1,647,000 36,125 km2
44.1/km2
108.7 414,3
6 Chad 10,329,208 1,284,000 km2
8.0/km2
119.3 373,9
7 Central Africa 4,422,000 622,984 km2
7.1/km2
117.3 366,1
8 Mozambique 23,929,708 801,590 km2
28.7/km2
99.7 356,5
9 Guinea 10,057,975 245,857 km2
40.9/km2
90.4 353
10 Rep Of Congo 75,507,308 2,345,409 km2
29.3/km2
96.4 347,8
11 Cote d Ivoire 20,617,068 322,463 km2
63.9/km2
69.1 335,1
12 Benin 9,598,787 112,622 km2
78.1/km2
57.3 328,1
13 Cameroon 19,406,100 475,442 km2
39.7/km2
73.0 298,4
14 Niger 16,274,738 1,267,000 km2
12.1/km2
79.6 263
15 Congo 4,366,266 342,000 km2
12.8/km2
74.4 248,8
16 Liberia 4,128,572 111,369 km2
35.5/km2
54.1 233,3
17 Mali 14,517,176 1,240,192 km2
11.7/km2
69.4 231,6
18 Equ. Guinea 676,000 28,050 km2
24.1/km2
55.6 215
19 Zambia 14,309,466 752,618 km2
17.2/km2
55.2 200
20 Angola 18,498,000 1,246,700 km2
14.8/km2
51.5 184,1
Data Source: WHO 2011