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How analytics enable Johnson and Johnson to become a digital-enabled enterprise

Nayela Deeba | Oct. 11, 2017
Miao Song, CIO and vice president of Johnson and Johnson, shares why analytics played a vital role in her company’s digital transformation journey, at the recent Tech Summit 2017 in Singapore.

Miao Song, CIO and VP of J&J at Tech Summit 2017 in SIngapore

Data and analytics are a key factor that enables Johnson & Johnson (J&J) to become a digital-enabled enterprise, according to Miao Song (pictured above), the company's chief information officer and vice president, at The Summit 2017 in Singapore.  

"The core foundation of our robust digital strategy is our data and analytics capability, as it enables us to focus on the external interfaces while continuously drive internal excellence," she explained.

She went on to share that her company integrates data analysis from internal platforms with external sources to deliver customised and engaging content to consumers and its partner healthcare providers (HCPs). For instance, it uses insights from a panel of consumers as well as visitors to its parenting site, BabyCentre, when crafting campaigns/messages for its infant skincare products and even its other brands such as Tylenol.

J&J is also leveraging analytics to improve its internal processes.Analytics is being used to gain a 360 view of customers so as to better support their needs, as well as for demand forecasting and pricing simulation, said Song.  

Besides analytics, cloud is another tech enabler for J&J's digital transformation. "We have created an integrated, scalable secure GxP cloud IT platform with Amazon and Microsoft, and our hybrid cloud today stores 2.8 times the amount of data Google processes each day. 90 percent of our [business] applications are now on cloud too," Song claimed.

She also shared that out of the more than US$2 billion it spends annually on technology, about half is used to enhance or build new capabilities and products. The company has also launched 60 healthtech pilots across its consumer, medical device, supply chain, pharmaceutical and enterprise businesses last year.

 "Our business strategy has not been implemented based on what we think we can do, but how it will support our goals and shape our processes in the next three to five years," concluded Song.

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