2015

AN EVEREST GROUP REPORT

Life Sciences Industry: CIO as the CEO of IT led

Business
CIOs Need to Link Infrastructure Services to
Business Transformation

Jimit Arora, Vice President

Abhishek Singh, Practice Director
Copyright 2015, Everest Global, Inc. All rights reserved.

This report has been licensed for exclusive use and distribution by Cognizant Technology Solutions.

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Executive Summary
In the last decade, the Life Sciences (LS) industry has undergone structural
changes. These have been due to:

Declining productivity and long drug approval cycles that have brought
unprecedented focus on efficient spending and Return on Investment (RoI)

Humongous global sales operations that relied on blockbuster drug demand

are under a constant cost-benefit radar

In order to define a new competitive niche for themselves in a period where

generics market is seemingly more talked about than the blockbuster drugs
market, companies are acquiring products, entering new markets, while, at
the same time, hiving off non-focus product areas

With ever increasing sensors, wearables and data (both internal, external),
there are opportunities to capitalize by developing product, markets,
consumer insights in real-time and accelerate business objectives
The above have had a significant impact on the way IT (especially, Infrastructure
Services) is being adopted by the LS industry. Infrastructure Services adoption in
the LS industry has been characterized by value-chain fragmentation. Despite
being business critical, it has not got any strategic impetus. Different Lines of
Business (LoB) such as R&D, manufacturing, and sales have traditionally had
their own IT outsourcing siloes, resulting in varying maturities of technology
enablement across the value chain. Hence, what we have as a result, is an
array of infrastructure redundancies, technologies, and provisioning metrics.
While the above may be true for large organizations across industries, it is the
LS industry that has to start thinking of it as a business transformation challenge.
The structural changes in the LS industry are forcing industry leaders to apply
the evolutionary paradigm of BC2BE (Business Continuity-to-Business
Enablement) to all aspects of operations, even Infrastructure Services. Hence,
CIOs need to think increasingly of the business outcomes that will be driven by
their decisions, right from service-level management and provisioning, down to
the boxes of servers, storage, and devices. Hence, there appears to be a
conscious thought process to move from the traditional IT Service Management
(ITSM) towards Business Service Management (BSM).
The challenge to achieve business-IT alignment in infrastructure services is
immense. This requires CIOs to make the various components of the
infrastructure consumption lifecycle not only easy to procure and manage, but
also easy to evolve. In-depth analysis shows that such a mandate would have to
be driven by the following tenets:

Technology transformation

Service transformation

Automation as an enabler of transformation

This report analyzes the above tenets and focuses on how they relate to the CIO
mandate to drive business outcomes.

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Life Sciences: CIO as the CEO of IT led Business

Like most other industries, the LS industry looks at Infrastructure Services as a
horizontal function that caters to the aggregated infrastructure technology and
services demand of the firm. However, it is imperative to look at the
infrastructure services demand as it relates to the LS value chain and its
subcomponents. The following image attempts to illustrate the extent to which
the value-chain elements, business imperatives, and data-management
mandates have driven the demand for Infrastructure Services.
EXHIBIT

Infrastructure Services adoption

Functions

Adoption status

Value-chain drivers of

Drug discovery/
research
Laboratory Information
Management Systems
(LIMS)

Technology verticals

in the life sciences industry

Source: Everest Group

NOT EXHAUSTIVE

Value-chain drivers of Infrastructure Services adoption in the life sciences industry

Business-information
management
Data analytics
Market informatics
Bio-informatics
Research portals
Collaboration wikis
Lab automation and
devices

Clinical and
pre-clinical trials

Manufacturing
operations

Marketing and sales

Clinical trials and datamanagement systems

Integrating ERP systems Sales target activity

and information system
dashboards

Method development
and validation

Manufacturing-execution Sales & marketing

analytics
systems

Governance frameworks Asset management

Safety-data
management solutions
Electronic data-capture
systems
Pharmacovigilance
analytics and data
management

Plant automation
Batch review and
deposition
Quality testing, analysis,
& documentation
Compliance analysis
and reporting

High

Sales-force training and

performance tracking
Pricing-analysis
frameworks
CRM services
ERP services
Mobility and device
services

Master-data
management

Medium

Limited

Supply chain &

distribution
RFID solutions
Demand & supply
planning and
synchronization
Electronic product code
Supply-chain strategy
and planning
Sourcing and
procurement tools
Logistics, transportation,
and global positioning
Business-information
management

Datacenters
Horizontals

Collaboration platforms and e-documentation

Databases, servers, and storage area networks
Service Integration and Management (SIAM)
Network services and helpdesk
Regulatory compliance and legal governance

The illustration shows that Infrastructure Services is not just a brick in the wall
when it comes to LS business imperatives not just something hidden behind
the boxes of storage, compute, and network. Given the challenges being
faced by the industry and the scale of the global operations, CIOs will
increasingly rely on Infrastructure Services as one of the key enablers of
business imperatives, whether it relates to business agility, cost, efficiency, or
productivity.
Challenges facing the life sciences industry
The LS industry has traditionally relied on driving growth through blockbuster
drugs and products. This has brought it in direct conflict with increased scrutiny
and the efficacy mandate that FDA has been driving. The patent cliff faced by
(or facing) many of the blockbuster drugs has further exacerbated the problem.
These challenges have put R&D and clinical segments of the LS business under
pressure. The following picture illustrates the roller-coaster ride that the new
drug approvals have gone through, in the last 15 years.

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EXHIBIT

New drug approvals (new molecular

entities and biologic license applications)

U.S. pharma R&D expenditure

(US$ billion)

U.S. pharma R&D expenditure

48

vs. new drug approvals

37

40

38

Source: FDA; Pharmaceutical Research and

Manufacturers of America (PhRMA);
Everest Group

35
29

21

23

26

29

31

30

24

51
47

43

46

49

51

39

36
37

30

27
20

50

24

22
18

25

27

21

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

This picture illustrates that while the drug approval numbers have fluctuated, the
R&D investments have steadily gone up. This has put significant pressure on
downstream operations to improve margins and generate cash flow for business
and R&D reinvestments. Though not highlighted as much, downstream effects of
this challenging situation have impacted other elements of the value chain, such
as manufacturing, supply chain, and sales & marketing. With margins under
pressure, outlook for blockbuster drugs diminished, and a nimble, competitive
landscape consisting of generics manufacturers eating up market share,
competition embracing the big data, advanced analytics journey, the LS industry
has its task cut out drive costs down (improve profitability) improve process
efficiencies (productivity) and conduct business led technology transformation
(improve effectiveness). Hence, it is not without reason that CIOs in the LS
industry have their tail up. There is growing consensus among LS industry leaders
that technology has a key role to play in improving both, profits productivity and
effectiveness. And that is where the role of the LS CIO becomes critical.
CIO as the bridge between business and IT?
The growing focus on profits productivity and business relevance (effectiveness)
has driven the LS CxOs to persuade and enable all their business and operations
leaders to drive these mandates. Globally, Business-IT alignment as a concept
has been debated and explored for a while now. However, LS is only one of the
few industries (including banking) where CIOs need to think of business-IT
alignment as a Key Result Area (KRA). CIOs in the LS industry need to
contemplate driving this business-IT alignment by taking the profitabilityproductivity-effectiveness challenge head on. The following image illustrates the
paradigm that should be explored by LS CIOs.

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Profits

EXHIBIT

Drive outcomes

The profitability-productivity
industry

Source: Everest Group

Costs
Variability in
provisioning
Unpredictability of
demand

Regulate

roadmap of CIOs in the LS

Enable

Automation
Integrated service levels
Domain centricity
Ease of consumption

Efficient and
committed business
service levels
Launch of products
and services by
reduced time-tomarket
Enable value-chain
mandates

Productivity

As can be seen, managing business service levels is becoming imperative for

CIOs. It is important to understand why this is so. This can be explained by the
following example.
Example
Situation: In an organization applications, databases, middleware, and hardware
had a 99% and above uptime service level attached to them. However, an
inventory order batch process failed three times in a month (out of a total of three
batch processes in a month), delaying the downstream manufacturing and order
replenishment process, and causing business delays and loss. The audit revealed
the following:

The first failure was due to a network downtime

The second one was due to an application error

The third one was due to a storage exception

On the surface: Overall, for the month, each of the above network, storage,

and applications still had 99% uptime

Reality check: Business service level of inventory processing failed 50% (three

out of six) of the time

Business-service level
expectations are increasingly
driving discussions towards
integrated Infrastructure Services
Business Profcess Services
offerings.

The above situation brings to fore how IT service levels can be meaningless if they
do not align directly with the business service levels. Since there is no direct linkage
and dependencies between the two, such situations are bound to recur. Hence,
any thought process on business-IT alignment has to consider services integration
in a manner that directly links it to quantifiable business outputs, such as customer
requests handled, safety data reports submitted to FDA, and drug orders
processed. Hence, it is not without reason that process innovations in Infrastructure
Services are increasingly leaning towards integrated Infrastructure Services
Business Profcess Services offerings. This integrated view can ensure that CIOs
have a handle on the entire spectrum of services levels, both IT and business.
However, CIOs thinking of business-IT integration as a KRA need to get the
following basic process improvements in place:

Simplification of the infrastructure consumption cycle (procurement,

management, and usage) to improve efficiency and process management

Improving predictability of operations to ensure business continuity and risk

management

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Without the above in place, initiatives on business-IT integration are likely to

remain a topic of pedagogy and it will be almost impossible to assign metrics
linking Infrastructure Services SLAs to business-IT KRAs. Hence, the way forward
is to build a roadmap that will enable the above.
Research shows that this roadmap consists of creating value in the following
categories of transformation, driven by increasing levels of automation enabling
both:

Technology transformation

Service transformation
4
Cli

D
R&

Simplification

Automation

Manufac
turi
ng

Source: Everest Group

in
y cha
ppl
Su

through transformation

Services transformation

value for the entire value chain

nic
a
l

Role of the LS CIO is to create

Technology transformation

EXHIBIT

Predictability
Sale
s & marketing

Following sections of this report go through the intricacies of how CIOs can
enable this value creation.

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Value Creation through Technology Transformation

Users of technology in the LS industry are increasingly seeking transformation
that will provide them a technology-based environment that is both simple to use
and has a variety of relevant options. This has precipitated an opportunistic move
towards value-chain digitization, which is characterized by BYOD, SaaS-based
analytics, connected enterprise and other such service requirements that have
mushroomed into a significant challenge for the LS CIOs . As CIOs try to balance
the need for technology transformation and keeping the lights on, they feel most
challenged about the resources (infrastructure and people) that are required to
manage the growing size and variety of this new demand. What is interesting is
that the need for aligning to this user-demand is closely linked to business-IT
integration and IT led business models.
A growing spectrum of
contemporary user requirements
does not consolidate into
enterprise-class demand that
CIOs have traditionally
managed.

The growing intra-enterprise consumerism is an outcome of the growing need

users have felt for all the technology and innovation available in the market for
their day to day business needs. This, unfortunately, does not
translate/consolidate into an enterprise-class technology demand something
that CIOs have traditionally managed. However, CIOs have started to take
notice, especially in the LS industry. They have started to collaborate with the
owners of lines of business and operations to understand their technology
consumption needs. Whether it is laboratory systems, bio-informatics, genomics,
sales analytics, or global procurement, CIOs are becoming increasingly
cognizant of the demand different categories of users generate.
While users may be able to work closely with CIOs in defining the business use
cases and demand, they still rely solely on the CIOs when it comes to their
infrastructure requirements. The growing commoditization of hardware,
complexities associated with its provisioning & management, and the seemingly
business-agnostic nature of Infrastructure Services gives it low visibility in the
larger user base. The CIOs understand that it is their responsibility to hand-hold
business users in appreciating and managing their infrastructure needs. In an
ideal world, this should have fairly easy. However, in an enterprise scenario,
enabling an integrated view of all technology components would be a good
starting point in ensuring a healthy business-IT integration.
Hence, the way forward for CIOs is to collaborate with the technology industry
and service providers in enabling layers of software-based functionalities that will
not only reduce people dependence but also enable business, application,
storage, compute, and network components to interact with each other. Due to
the value-chain-driven demand in the LS industry, buyers of Infrastructure Services
are increasingly demanding usage-dependent provisioning, flexibility, and agility,
while still expecting gold standards for data security. Hence, CIOs have a lot to
consider and design for, when it comes to the right Infrastructure Services strategy.
The evolution towards simplification and predictability of infrastructure services
would have to be driven by a technology transformation roadmap based on the
following:

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EXHIBIT

Technology transformation

Business layer
Cloud-based
infrastructure services

should bring the systems layer

closer to the business layer

Software-defined
infrastructure

Source: Everest Group

High performance access

Real-time visibility (cost and care)
Simplified provisioning

Totally software-controlled
Linked to business applications
Standardized and simplified

Converged
infrastructure

Systems layer

Integrated view of Infrastructure

Services
Highly collaborative environment
Combined SLAs

Converged infrastructure
If CIOs have to enable business-IT integration in Infrastructure Services, they need
to orchestrate various Infrastructure Services services through an integrated view
of storage, servers and compute; all of which could be virtualized, automated, or
both. Converged infrastructure is based on integrated provisioning and
management of the entire infrastructure stack. The convergence of the storage,
compute, and network stacks help reduce redundancies in resource utilization
and people. The mandate has to be driven by intelligent provisioning and
resource allocation based on workload pattern and organizational policies.
The job for CIOs is pretty much cut out if they have to enable integration. They
have to persuade users to make a move towards self-service catalogs, which in
turn are mapped to application & business requirements and SLAs. This is the
level of traceability that CIOs need to achieve for business-IT alignment. CIOs
understand that this can be achieved only by promoting hyper automation and
proactive management across performance, capacity, and availability. However,
users of these services cannot be practically expected to understand and
appreciate these intricacies. This is where the role of software-defined
infrastructure comes into play.
Software-Defined (SD) infrastructure
Software-defined infrastructure is revolutionizing the Infrastructure Services
landscape. This trend builds on existing technology and tools. However, it
encompasses the entire IT consumption food chain, and goes beyond just
technical implementations such as virtualization. The SD concept is based on
introducing user-focused logic in managing infrastructure, through the use of
software.
In the LS industry, where the business service levels are driven by various valuechain elements, skills and software required for infrastructure management
services will have to invariably link back to these service levels. This is going to be
especially true in resource-intensive analytics that clinical trials and the helpdesk
services surrounding each stage of the trial require. It is not without reason that

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R&D and clinical services are going to be key areas to significantly define how
infrastructure services will evolve towards verticalization in the LS industry. One
of the aspects of this move towards software-defined datacenters will be the open
standards and APIs that will allow niche and innovative players in the key areas
of LS value chain to come and code for efficiencies in managing the
Infrastructure Services resources. As components become standardized and
simplified, Infrastructure Services management will evolve towards total
virtualization and software-driven control.
This will allow CIOs within the LS value chain, whether R&D, manufacturing, or
supply chain, to keep a tab on the health of their entire applications-cuminfrastructure portfolio through a single dashboard. Such an evolution would
create robust audit trails and visibility, linking all technology components directly
to the business components they are supporting.
EXHIBIT

Transitioning to a future of

Present virtualization-defined infrastructure

Tuned for infrastructure towers

Future software-defined infrastructure

Tuned for applications and services

software-defined infrastructure
Significantly virtual yet labor-intensive

Source: World Bank

Heterogeneous and complex

Significant proprietary solutions

Totally virtual and software-controlled

Standardized and simplified

Largely open standards

Cloud-based infrastructure services

Software-enablement opens up vistas for transformation in Infrastructure Services
adoption. The key opportunity area for CIOs is to devise the right kind of
provisioning strategy based on a mix of public and private cloud. Many large
enterprises, including LS firms, are actively considering or have taken concrete
steps towards a long-term cloud-based Infrastructure Services strategy.
EXHIBIT

Cloud as a strategic differentiator

2014; Percentage of responses
100% = 52

Increasing number of buyers

consider cloud services to be a
strategic differentiator

Cloud is an
IT opportunity

Cloud is a strategic
differentiator

Source: Everest Group Cloud Connect

Enterprise Cloud Adoption Survey
2014

The key aspects that CIOs need to ensure are creating a demand map consisting
of the workloads (based on the requirements CIOs see emanating out from
various lines of operations/business
such as manufacturing operations, clinical
44%
56%
trials, CRM. This is required in order to create a workload-based cloud adoption
strategy. A public, private, or hybrid cloud strategy will then entail working
through these workloads and identifying the right cloud partner for each.

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While flexibility, scalability, and agility are the primary asks in any cloud
strategy, data privacy and security will be hygiene mandates that CIOs need to
drive in order to ensure a technology transformation that is both helpful and
secure. However, any successful technology transformation initiative will have to
be managed through the right tweaks in the services model.

Value Creation through Service Transformation

The key themes driving CIOs to think of a services maturity framework should
be based on the following business cases:
Service portfolio expansion: Demand value-added services and upskilling of

resources who work on Infrastructure Services

Services Integration And Management (SIAM): Reducing complexities arising

out of fragmented service management and multiple service providers

LS value-chain-specific Infrastructure Services: Align Infrastructure Services

to the need of users whose work requires intensive utilization of

Infrastructure Services

Service portfolio
expansion

Service
integration &
management

LS value-chaindriven
Infrastructure
Services

Service portfolio expansion

Commoditization of hardware has invariably led to sluggishness when it comes
to innovative service models in Infrastructure Services. As we noticed earlier,
disparate resource units and infrastructure categories, with their own SLAs, have
created enough challenges for CIOs to think of converged infrastructure as a
resort. However, creating an innovative technology infrastructure is one thing,
while efficiently managing it is something altogether different. There are
redundancies that need to be managed in incident management, helpdesk
services, application portfolio management, and business services. CIOs should
actively look at service providers who are willing to innovate on the following:
Upskilling: Reduce TCO through resources who can manage multiple layers

of services, rather than paying for multiple resources (even though cheaper
on an hourly basis). The growing demand for integrated L1.5 utility model is
a case in point, where the same service providers are upskilling L1 resources
to take up a large portion of L2 requests also. This not only reduces
redundancies but also makes incident management more efficient from the
perspective of better SLAs and/or response times
Application-infrastructure integration: The disconnect between application

and infrastructure management has been one of the key hurdles in driving
business-IT integration. CIOs should actively look at service providers who
can host and manage the entire stack right from applications down to
infrastructure services, in a managed services model. In the LS industry, there
is a lot to be achieved when it comes to hosted application management, as
there is still a lot of work happening in the T&M model

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Service integration and management

The need for service integration and management in the LS industry is
increasingly becoming palpable. Multi-vendor and multi-sourcing environments
across geographies and value-chain elements have created a behemoth
challenge for LS CIOs.
EXHIBIT

Limited
standardization across
tools and processes

Tackling challenges in

Comparing
performance across
providers

multi-vendor and sourcing

Divergence from
business objectives

environments
Challenges in
multi-sourcing

Assigning
well-defined
accountability

Significant
management
overheads

Source: Everest Group

High cost of
governance

Poor business
satisfaction

Subscaled best
practices

Value leakage

In such a scenario, LS buyers are unable to extract maximum value from their
multi-vendor relationships due to lack of integration and limited visibility and
accountability in their portfolio. Large pharma, especially those with operations
across U.S., Europe, and APAC, face this big challenge. Service Integration And
Management (SIAM) provides an effective option to CIOs to granularly manage
the overall sourcing activity and strategy.
EXHIBIT

complexity

Source: Everest Group

Management complexity

SIAM as an enabler to manage

Preferred / best-of-breed
providers

Comprehensive
SIAM
implementation
Consolidate providers,
fragmented SIAM

Sole-source
Fragmented SIAM
Ad-hoc VMO

Past

Tipping point

Cyclical swing between

consolidation and
best-of-breed strategies

Future

Present
Service demand

Management complexity

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Cost
Compliance
Documentation
Provider management

Service demand

Volumes
Technology
Agility
User experience

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While implementing SIAM, CIOs need to be cognizant of the following:

Provider responsibility: Buyers need to clearly demarcate and incentivize

SIAM provider to ensure neutrality of the SIAM function

Incentivizing providers: Incentive alignment should ensure collaboration

among service providers

Scope of services: Not all services may be amenable to SIAM. Buyers need

to carefully earmark services that should be part of the SIAM framework

SIAM risk management: It is imperative to ensure that SIAM providers

should not have disproportionate influence on buyers sourcing strategy or

provider relationships
Value-chain-driven Infrastructure Services
LS is one of the industries which presents a unique challenge for Infrastructure
Services because of its data storage, management, and analysis requirements.
Clinical data management especially, has created significant niche requirement
for helpdesk services associated with clinical data management systems such as
Oracle Clinical, Inform, Clintrial, and RAVE. Infrastructure Services
requirements in the LS industry are becoming unique because of the following
themes within the LS industry:

Clinical trials and data management

Pharmacovigilance analytics

Laboratory device management and automation

Drug RFID solutions and inventory management

Many LS companies actively engage with service providers to set up dedicated
LS Infrastructure Services CoEs. As the business-IT story matures, these
intricacies become more and more salient. Hence, CIOs will be required to
think of their Infrastructure Services strategy purely in terms of how their different
lines of business think about their operations and business outcomes.

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Automation as the Enabler of Transformation

Key tenets of technology and services transformation are critical in creating the
links required for business-IT integration. However, enabling predictability and
efficiency of services is a key ask in LS Infrastructure Services that needs to be
driven through automation. Automation is the key enabler that will drive the
mandate towards predictability and efficiency. The automation imperative has
to be driven by the following tenets of service transformation that CIOs need to
design and provision for:
Lifecycle
Process
Incidents

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Intelligent incident management: This requires ticket automation, event

automation, cognitive computing, and resource virtualization. CIOs in
various industries are driving adoption of autonomics (virtual engineers that
can capture and solve bottom-of-the-heap predictable incidents) that
introduce self-healing components into the incident management processes.
CIOs need to appreciate that such a move towards automation will have to
be driven via service orchestration enabling an aggregated service
interface that can coordinate and manage multiple services and processes
Process automation: This in LS Infrastructure Services will result in increasing
usage of DevOps alongside the adoption of agile methodologies that can
result in faster time-to-market for initiatives that various value-chain-driven
lines of business are driving. LS CIOs need to drive this process automation
mandate in order to develop a business view of IT transformation
Change lifecycle management: This will entail taking an integrated view of
the change management lifecycle from the introduction of change
requirements, to the implementation of configuration and release
management. The focus here should be on the evolution of the ITSM
practice, driven by reduction in manual effort. The CIOs mandate should
be on adopting technologies and products that understand and appreciate
the intricacies of the change management lifecycle within the LS industry
value chain

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Building a Roadmap for Integration

As CIOs think of owning and enabling the IT led business models, business-IT
interplay and deliver on business service levels, they will have to think of their
organization as a microcosm of the broader ecosystem. As the life sciences
industry goes digital in every sense, the value chain will increasingly demand
technology to partner its key strategic objectives. Hence, the dashboard of
imperatives that any LS CIO would need to look at has to be a value-chain
view of the organization. Even for Infrastructure Services, the picture of
adoption in Exhibit 1 should evolve into a next-generation view of how LS
enterprises would think of infrastructure services not only what lies beneath
the boxes of server, storage, and network, but also what lies close to the
business objectives being aspired for by the value-chain elements.
10

Dashboard for a CIO thinking of

NOT EXHAUSTIVE

The business Infrastructure Services dashboard for CIOs

Functions

EXHIBIT

Drug discovery/
research

Clinical and
pre-clinical trials

Manufacturing
operations

Marketing and sales

Infrastructure Services as a

Cloud-based simulation
models

Electronic data-capture
systems

Synchronizing ERP and

information systems

Social-media presence
and engagement

business strategy enabler

Model-outcomes testing

Pharmacovigilancedriven process
monitoring

Facilitate regulatory
compliance

Patient and physician

outreach

Source: Everest Group

Digitization of value chain

Social collaboration with

stakeholders
Mobility-driven real-time
electronic research data
exchange

Mobile clinical-trial
management
Unified planning, setup,
& execution of clinical
trials

Usage-based
Mobile apps
information management
Information
solutions
dissemination
Centralized batch
Behavioral marketing
monitoring
Context-based services

Cloud-based portals for assembly/testing remotelycollected research and trial data

Mobility initiatives and

promotional campaigns

Supply chain &

distribution
RFID solutions
Electronic product code
Remote product
monitoring
Mobile anti-counterfeit
drugs identification
Real-time tracking of
logistics and
transportation
Predictive modeling to
optimize order fulfillment

Tracking sales activity

BYOD
Social media integration
Bundled PaaS solutions
Cloud-driven collaboration tools to engage stakeholders
Enterprise mobility
Information backup and recovery

Finally, the key imperatives that CIOs need to drive in order to achieve the
above would be the following:

Draw a corporate roadmap for creating direct linkage and put in place an
audit mechanism to link Infrastructure Services service levels with business
service levels, and eventually, business service levels with growth parameters

Evaluate and identify strategic partner(s) who can not only collaborate in the
services and technology transformation but also understand the business
domain well enough to guide in the IT led business model and business-IT
integration journey

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LIFE SCIENCES INDUSTRY: CIO AS THE CEO OF IT LED BUSINESS

About Everest Group

Everest Group is an advisor to business leaders on next generation global
services with a worldwide reputation for helping Global 1000 firms dramatically
improve their performance by optimizing their back- and middle-office business
services. With a fact-based approach driving outcomes, Everest Group counsels
organizations with complex challenges related to the use and delivery of global
services in their pursuits to balance short-term needs with long-term goals.
Through its practical consulting, original research and industry resource
services, Everest Group helps clients maximize value from delivery strategies,
talent and sourcing models, technologies and management approaches.
Established in 1991, Everest Group serves users of global services, providers of
services, country organizations, and private equity firms, in six continents across
all industry categories. For more information, please visit www.everestgrp.com
and research.everestgrp.com.

For more information about Everest Group, please contact:

+1-214-451-3110
info@everestgrp.com
For more information about this topic please contact the author(s):
Jimit Arora, Vice President
jimit.arora@everestgrp.com
Abhishek Singh, Practice Director
abhishek.singh@everestgrp.com

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