Boehringer Ingelheim - End-to-End Content Management Transformation

10 minutes read

Project Overview

At Boehringer Ingelheim, the End to End (E2E) Content Management Program was initiated to revolutionize how content is managed across the organization. This program aimed to transition from isolated content management activities to a cohesive, integrated system. Covering five key capabilities—Planning, Development, Review and Approval (including MLR), Production, and Sharing—the program also emphasized Asset Management and Tagging as a foundational capability across all activities. The primary goal was to streamline and unify processes, systems, stakeholders, and global markets within the content management ecosystem, thereby facilitating a seamless, efficient content lifecycle.

Objectives

  • Monitor Customer Engagement: By enabling the efficient and timely delivery of valuable, personalized content, the program aimed to assist healthcare professionals in providing and monitor the optimal patient care.
  • Continuous Improvement: Through ongoing learning and optimization, the program seeked to consistently deliver superior customer experiences by tailoring content specifically to their needs.
  • Speed to Market: By standardizing and institutionalizing modular content across the organization, the program accelerated the pace of bringing customer journey-driven content to market within a redesigned technical ecosystem.

A pivotal component of the program, Asset Management and Tagging, ensured that content can be rapidly deployed to the market. This facet of the programme was instrumental in achieving operational excellence and market responsiveness.

My Role

As a Senior Project Manager of the Asset Management and Tagging capability, my responsibilities included:

  • Strategic Roadmap Development: Crafting a roadmap for both short-term and long-term initiatives, managing priorities, and overseeing the progression of work to meet the project's objectives.
  • Communication and Reporting: Providing accurate, timely updates on project status and activities, ensuring all stakeholders are informed and engaged.
  • Operational Management: Overseeing day-to-day project delivery, promptly addressing any obstacles, and ensuring project documentation is current and accessible on Confluence.
  • Process Optimization: Creating process flows to illustrate the framework's impact on other workstreams, and ensuring global market processes and workflows are communicated effectively to local markets.
  • Training and Support: Conducting monthly sessions for local markets to educate and guide them on system and process updates, thereby facilitating smooth transitions and adoption.

Conclusion

The Asset Management and Tagging capabilty helped in creating valuable insights to track the tagging performance for all the medical content/information put across to the end users. It helped in understanding how much of the global content created was being localized by the markets and what kind of valuable content could be created.