{"id":67609,"date":"2022-11-15T20:08:34","date_gmt":"2022-11-15T19:08:34","guid":{"rendered":"http:\/\/www.veeva.com\/eu\/?page_id=67609"},"modified":"2026-03-10T17:49:51","modified_gmt":"2026-03-10T16:49:51","slug":"gsk-maximizes-platform-investment","status":"publish","type":"customer-stories","link":"https:\/\/www.veeva.com\/eu\/customer-stories\/gsk-maximizes-platform-investment\/","title":{"rendered":"GSK"},"content":{"rendered":"<h2 class=\"mt-0\">Highlights<\/h2>\n<ul class=\"fa-ul\">\n<li><span class=\"fa-li\"><i class=\"fas fa-check-square\"><\/i><\/span>100,000+ Vault Platform users across clinical, quality, and regulatory<\/li>\n<li><span class=\"fa-li\"><i class=\"fas fa-check-square\"><\/i><\/span>Center of excellence consolidates training and improves usability<\/li>\n<li><span class=\"fa-li\"><i class=\"fas fa-check-square\"><\/i><\/span>Prioritizing new releases based on value and ease of integration<\/li>\n<\/ul>\n<p>\nTackling a digital transformation project requires rigorous<br \/>\ncoordination between technology and talent in an organization.<br \/>\nWithout joined-up thinking, the unintended result can be a<br \/>\nheavy burden on end-users who are forced to navigate several<br \/>\nprocesses with inconsistent communications and training.\n<\/p>\n<p>\nAt GSK, this was especially true as they set out to improve<br \/>\nworkflows for 100,000+ users with a unified and connected<br \/>\n<a href=\"\/eu\/products\/development-cloud\/\">³Ô¹Ï±¬ÁÏ Development Cloud<\/a>. Until recently, nearly 90% of<br \/>\nmanagement decisions took place at the individual Vault level,<br \/>\nor in steering committees, with limited oversight of the<br \/>\ncomprehensive end-user experience. With thousands more site<br \/>\nusers expected to use the Vault Platform in the coming months,<br \/>\nthe company realized it needed a better way to streamline<br \/>\nprocesses across the development cloud lifecycle.\n<\/p>\n<h2>Unified approach to platform challenges<\/h2>\n<p>\nWith strong support for a center of excellence, the company set up six working groups and tasked each with<br \/>\ndistinct initiatives. The overall objectives for the center are to embed cross-Vault coordination, consolidate<br \/>\ntraining for all functions, and improve the end-user experience. Working group responsibilities range from<br \/>\nmonitoring Vault functionality and APIs to ensuring release readiness and managing validations and upgrades.\n<\/p>\n<p>\nJohn Reilly, head of R&#038;D for the ³Ô¹Ï±¬ÁÏ center of excellence at GSK, comments: \u201cThe goal is much better<br \/>\ncoordination of our technical and business change management efforts. We want to align on platform-level<br \/>\nfeatures, like mobile and the user interface, and reach collective decisions. We are striving for the user<br \/>\nexperience to be consistent across all the ³Ô¹Ï±¬ÁÏ Vaults.\u201d\n<\/p>\n<p>\nImproving the end-user experience is key to patient-centricity, but it isn\u2019t easy. Reilly recalls the feedback that<br \/>\nthe team received before setting up the center of excellence: \u201cWe had users, particularly our site monitors,<br \/>\nsaying, \u2018We\u2019re getting newsletters from multiple Vaults telling us about new features. It\u2019s great, but can\u2019t you<br \/>\nconsolidate?\u2019 Or: \u2018We\u2019ve been invited to the same Vault training three times. Why aren\u2019t you coordinated?\u2019<br \/>\nThis was gut-wrenching for us to hear.\u201d\n<\/p>\n<h2>Better governance and improved usability<\/h2>\n<p>\nGSK tackled these weaknesses head-on by creating a change forum and network that was responsible for<br \/>\nconsolidating training and communications. They also established product owners from each domain.<br \/>\nReilly notes, \u201cAs you can imagine, it\u2019s challenging for teams to find the headspace to look at connections across<br \/>\nVaults. That\u2019s why we set the expectation for product owners that 10-20% of their time is spent enhancing value<br \/>\nacross the Vaults, not just value within them.\u201d\n<\/p>\n<p>\nTo ensure alignment with business priorities, the service management team reports on usability across the<br \/>\n³Ô¹Ï±¬ÁÏ product landscape. Reilly continues: \u201cWe\u2019ve done usability scores every six months across all Vaults,<br \/>\nbalancing Net Promoter Score (i.e. overall likelihood to recommend) with a system usability score. The team\u2019s<br \/>\ntarget is to drive those scores up over time.\u201d\n<\/p>\n<p>\nThe center of excellence approaches ongoing platform challenges differently through its specialized resources.<br \/>\nMatt Lamming, senior product director for GSK\u2019s clinical development platform, comments: \u201c³Ô¹Ï±¬ÁÏ releases<br \/>\nhappen three times a year and usually, we lack the bandwidth and resources to adopt any of the configurable<br \/>\nitems, as the validation burden is too heavy. Now, our design team assesses and prioritizes the backlog of<br \/>\nconfigurable items, based on the value for GSK and ease of integration, which we then implement.\u201d\n<\/p>\n<p>\nWith better governance and more focus on platform usability, the teams are better positioned to address new<br \/>\nchallenges holistically. Lamming continues: \u201cWe\u2019re much more focused on the end-to-end platform experience<br \/>\nfor users. We\u2019ve got legislation like the EU Clinical Trials Regulation, which will impact multiple platforms.<br \/>\nOur users shouldn\u2019t need to know which Vault they\u2019re working in, they should just be able to execute processes<br \/>\nand intuitively know where to go next in the system. That\u2019s the future.\u201d\n<\/p>\n<h2>Converting weaknesses into strengths<\/h2>\n<p>\nThe team\u2019s focus is now shifting to how to resolve ongoing problems around processes, particularly managing<br \/>\nuser access and major incidents. Reilly notes: \u201cUser access management is the thorn in our sides right now.<br \/>\nWe have 18,000 site investigators and their entry points into GSK platforms are highly varied.\u201d Rather than<br \/>\ncreating layers of restrictions, the company is moving forward with plans to simplify processes through<br \/>\nrole-based authentication. This involves designing a clearer and more streamlined role structure that extends<br \/>\nacross Vault Platform.\n<\/p>\n<p>\nUsing its shared support model, the company is also planning to transform its approach to handling major<br \/>\nincidents. \u201cWe need a coordinated platform approach to major incidents. In addition to having disaster recovery<br \/>\nand business continuity plans for ³Ô¹Ï±¬ÁÏ cloud solutions (in case the worst happens and there are outages),<br \/>\nyou\u2019ve also got to consider all the third-party systems that are integrated into the platform if you want to keep<br \/>\nthings running,\u201d explains Lamming.\n<\/p>\n<h2>Platform for success<\/h2>\n<p>\nGSK has made significant progress on core priorities since launching its ³Ô¹Ï±¬ÁÏ center of excellence two<br \/>\nyears ago. The teams are now better prepared when it comes to release management, for example.<br \/>\n\u201cWith ³Ô¹Ï±¬ÁÏ\u2019s support, we\u2019re building our understanding for each release at the Vault level and the platform<br \/>\nlevel. We\u2019re beginning to establish the true impact of each release, make decisions based on what\u2019s important,<br \/>\nand communicate these clearly to our users,\u201d adds Reilly.\n<\/p>\n<p>\nThe unified platform approach will mean a more consistent experience for GSK users of ³Ô¹Ï±¬ÁÏ solutions.<br \/>\nReilly concludes: \u201cIn close partnership with ³Ô¹Ï±¬ÁÏ, we now have a framework and approach that looks at all<br \/>\naspects of validation and change management from the end-user perspective and holistically across the<br \/>\nDevelopment Cloud platform.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"<p>GSK share how they implemented a unified approach to ³Ô¹Ï±¬ÁÏ Development Cloud.<\/p>\n","protected":false},"featured_media":62566,"parent":0,"template":"","product-link-list":[1395],"class_list":["post-67609","customer-stories","type-customer-stories","status-publish","has-post-thumbnail","hentry","product-link-list-veeva-commercial-cloud"],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/www.veeva.com\/eu\/wp-json\/wp\/v2\/customer-stories\/67609"}],"collection":[{"href":"https:\/\/www.veeva.com\/eu\/wp-json\/wp\/v2\/customer-stories"}],"about":[{"href":"https:\/\/www.veeva.com\/eu\/wp-json\/wp\/v2\/types\/customer-stories"}],"version-history":[{"count":5,"href":"https:\/\/www.veeva.com\/eu\/wp-json\/wp\/v2\/customer-stories\/67609\/revisions"}],"predecessor-version":[{"id":67703,"href":"https:\/\/www.veeva.com\/eu\/wp-json\/wp\/v2\/customer-stories\/67609\/revisions\/67703"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.veeva.com\/eu\/wp-json\/wp\/v2\/media\/62566"}],"wp:attachment":[{"href":"https:\/\/www.veeva.com\/eu\/wp-json\/wp\/v2\/media?parent=67609"}],"wp:term":[{"taxonomy":"product-link-list","embeddable":true,"href":"https:\/\/www.veeva.com\/eu\/wp-json\/wp\/v2\/product-link-list?post=67609"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}