Organization Report Knowledge Management at Bristol-Myers Squibb

OrganizationReport:Knowledge Managementat Bristol-Myers Squibb Company

OrganizationReport:Knowledge Managementat Bristol-Myers Squibb Company

Bristol-MyersSquibb Company (BMS) is a New York-based pharmaceutical companythat wasfoundedin 1887. BMSfocuseson theproductionof pharmaceutical productsin differentareasof therapy,includingtheHIV/AIDs, cancer,hepatitis, cardiovascular illnesses,psychiatric disorders,andrheumatoid arthritis(Bristol-Myers Squibb Company, 2015).BMS has achievedits strategicobjectivesthrough researchanddevelopmentthat isconductedin its laboratoriesthat are locatedin thetownshipsof Lawrence, Tokyo, Braine-I-Alleud,andBangalore. Themainfocusof BMS has beenthedevelopmentof productsthat can addressmedicalneedsthat havenot been.Thishas resultedin company’sheavyinvestmentin knowledgemanagement,research,anddevelopmentin severalfields,suchas cardiovascular, immunology, oncology, diabetes, andvirology (Fry, 2014). Thispaperwill analyzeBMS with themainfocusbeingits externalanalysis,internalanalysis,andtheknowledgemanagementapproachesthatcompanyhas appliedover theyears.

Externalanalysis

BMSoperatesin thepharmaceutical industrythat is characterizedby a myriad of challenges.Thefirstchallengethat pharmaceutical firms (includingBMS) arefacedwith includethelargenumberof genericandcounterfeitdrugs(MacDonald, 2013). Thisreducestheprofitability of companiesthat haveinvestedheavilyin thedevelopmentof theoriginaldrugs.Thesecondchallengeis theculturalscenarioin which thementalmodels,managementculture,andstrategiesplaya significantrolein determiningtheprogressand successof thepharmaceutical firms. Mostof thefirmsoperatingin thepharmaceutical industryin which BMS operatesrely on thetraditionalmentalmodels.Thisimpliesthatknowledgemanagementis inevitableandcriticalforanypharmaceutical companythat wishesto succeedandmakea differencein theindustry.

Internalanalysis

BMS’smanagementphilosophyis guidedby theconceptof alliancemanagement,which has guidedthecompanyin attractingthebestbrainsin theindustryandsustainable partnershipswith otherinstitutions,includingtheinstitutionsof higherlearning(BMS, 2015).Thisphilosophyhas complemented BMS’s philosophyof sustainability. Overtheyears,BMS haveuseda hierarchical typeof organizational structure,wheretheorderof seniorityhas prevailedin allbranchesanddepartments.However,thecompanyhas recentlystartedshiftingfrom awayfrom seniorityandmovingtowards theflatorganizational structure(BMS, 2015). Thisimpliesthatthecompanymight changeits currentstyleof managementwhereordersflowfrom theCEO,to leader,thento directors,thento sectionalmanagers,before reachingthejuniormembersof staffto a stylewith a smallnumberornolevels of middleadministration.

Bristol-MyersSquibb Company has establishedan organizational culturethat has establisheda poolof professionalswhoarededicatedto providinghelpsto otherpeople(BMS, 2015). Thisculturehas providedan environmentin which allemployeeshavean opportunityto growprofessionally withthehelpof creative,smart,andtalentedfriends.

Knowledgemanagement

Knowledgemanagementis a criticalprocessthat allowsdifferentfirms to capture,share.Develop,andutilizeorganizational knowledge.BMS usesthree approachesto manageknowledge.First,theprocessof establishingpartnershipswith otherorganizationshas helpedBMS in gainingthelatestknowledgein themarketandutilizingitin thedevelopmentof effectiveproducts.Forexample,BMS partnered with Ingenuity andIPA in 2005, which helpedBMS in extendingits worthof pathway analysisto allsectorsof researchanddevelopment(Ingenuity, 2014). Theintegratedpathway of knowledgemanagementhelpedBMS researchers in makingdecisionsat allstagesusingearlierdiscoveriesanddevelopmentsachievedin latestages.

Secondly,BMS managesknowledgeby creatinga roadmap that guidestheflowof knowledgein differentdepartments.Forexample,thechemistry, manufacturing,andcontrol(CMS) is thelatestpathway that has helpedBMS in enhancingefficiencyandtransparencyin theprocessof developingdrugs(Dali et al., 2014).TheCMC roadmap wasdevelopedfrom a poolof activitiesthat encouragethecompany’sdrugdevelopmentto indicatehowknowledgeis createdto supportdeliverables anddecision-making.Theroadmap has beencriticalin facilitatingplanningandcommunicationwithin thecompany.

Third,BMS has an establishedinstitutionknownas thePharmaceutical Research Institute orPRI (Leavitt, 2003). PRI servesas a sourceof scientificinformation,which in turnactsas thefirm’s researchanddevelopmentfunction.BMS spendsmostof its annualresearchanddevelopmentfundsin thisinstitution,which servesas a sourceof thenewknowledgethat is not beingpracticedby competingcompanies.PRI facilitatesknowledgemanagementthrough its functions,which includetheResearch Library andScientific Information Resources. Thenewknowledgethat is developedin PRI ispassedto otherdepartmentsthrough trainingprogramsthat are organizedby PRI knowledgemanagementspecialists.

Conclusion

BMSis a largepharmaceutical firm that isbasedin theUnited States,andhas beenoperatingformorethan a century.Thefirmoperatesin thepharmaceutical industrythat is characterizedby stiffcompetition,a largenumberof counterfeit andgenericproducts.Thismyriad of challengesnecessitateseffectiveknowledgemanagementin orderto enhanceBMS’s competitiveness. BMS has achievedknowledgemanagementby partnering with otherinstitutions,establishingpathways of knowledgemanagement,andan institutionof researchanddevelopment.

References

Bristol-MyersSquibb Company (2015). Ensuring success through alliance management.BMS.Retrieved March 8, 2015, fromhttp://www.bms.com/partnering/our_process/Pages/ensuring.aspx

Dali,M., Stewart, A., Behling, W., Raglion, T., Jean, J. &amp Tom, W.(2014). Optimizing knowledge creation at Bristol-Myers Squibb: A casestudy within pharmaceutical development. Journalof Pharmaceutical Innovation,10 (1), 1-12.

Fry,E. (2014). How did Bristol-Myers Squibb become the hottest major drugcompany in the world? Fortune.Retrieved March 8, 2015, fromhttp://fortune.com/2014/06/02/fortune-500-bristol-myers/

Ingenuity(2014).IPA and Ingenuity pathways knowledge base licensed by Bristol-MyersSquibb.Qiagen Redwood City: Ingenuity.

Leavitt,M. (2003). Therole of knowledge management in new drug development.New York, NY: American Productivity Quality Center.

MacDonald,C. (2013). The pharmaceutical industry’s competition problem.RogersDigital Media.Retrieved March 8, 2015, fromhttp://www.canadianbusiness.com/blogs-and-comment/the-pharmaceutical-industrys-competition-problem/