Zoetis（硕腾）成立于70年前，是一家市值67亿美元的全球动物保健公司。该公司在100多个国家销售其药物、疫苗、诊断测试和基因，帮助动物过上更健康、更富有成效的生活。最近，该公司开始部署人工智能和其他数字技术，以解决那些饲养和照顾动物，从伴侣动物(狗、猫和马)到牲畜)的人所面临的现实挑战。
疫情期间，数字化和数据变得越来越重要，人们花在宠物身上的时间比以往任何时候都多，也越来越关心这些毛茸茸朋友的健康。更重要的是，新一代宠物主人正在重视宠物的医疗保健，并影响着这一领域的新创新——包括改善宠物诊所体验的技术。“你的宠物不能和兽医说话，”两年前成为Zoetis首席信息和数字官(CIDO)的Wafaa Mamilli说，此前他在礼来公司(Eli Lilly)担任了24年的IT主管。“因此，去年我们部署了一种名为Vetscan Imagyst的解决方案，它使用人工智能和图像识别为宠物主人提供准确而快速的结果。”
一、人工智能驱动的宠物护理和农场管理
传统上，兽医会采集组织样本，送到实验室，几周后给宠物主人打电话，告诉他们结果。“现在，在护理点，兽医将组织样本的图像发送到云端，人工智能算法实时分析数据。宠物主人在同一次预约中了解到诊断结果，”她说。“该平台不仅提高了诊断的有效性，还提高了速度、灵活性和客户满意度。”
同样，Zoetis也为其畜牧业务开发了新的软件。随着世界人口不断增长，对动物蛋白的需求不断增加，而关心食物来源的消费者的影响力不断增强，推动了该业务的发展。考虑到这一点，使用技术和数据对农民来说越来越重要，可以饲养更健康的牲畜，检测疾病，确定生产效率，并为患病动物提供个性化护理。“农场里发生了很多事情，”Mamilli说。“最终，农民是经营大型复杂业务的商人。”
Zoetis的牲畜性能软件监控从动物饲料到财务的一切。“我们通过将基于云的技术与农场的数据收集相结合来做到这一点。我们开发了强大的分析方法，可以更容易地分析饲料效率，评估成本和性能，并指导农民如何管理他们的经营。”
二、平台驱动的技术创新
对于Mamilli来说，在大型全球企业中推动数据和数字创新的关键是基于平台的模式以及授权和价值的文化。基于平台的模型不仅仅是架构，Mamilli说，“它是一种思维模式，促使我们同时进行垂直和水平的思考。我们‘放大’垂直地思考如何为农民、兽医和宠物主人提供服务，然后‘缩小’横向地思考如何使解决方案灵活、模块化、可重用、可扩展和安全。”
Mamilli和她的团队通过用例推动平台的开发。她说:“每次我们启用一个用例，我们都会‘点亮’一个新模块，随着时间的推移，每个模块都是绿色的，然后我们就有了一个平台。”随着时间的推移，团队可以通过某个平台上绿灯的数量来判断他们可以多快地为该业务部署新的解决方案。“我们的数字参与平台有多绿色?这个答案告诉我们，我们在提供新的客户参与解决方案方面是多么有效和高效。”
目前，Zoetis运营五个平台:数据、集成服务、数字参与、安全和人才。“如果我们不转向平台思维的方法，我们仍然会为这些大型项目提供资金，”Mamilli说。“但平台是模块化的、智能的，运行的算法允许我们快速改变。法国的宠物护理与中国不同。这个平台让我们可以创造不同的可扩展体验，因为我们不需要整合所有这些意大利面。”
三、愿景、原则、授权和目标
在平台方法上工作了两年多之后，Mamilli可以提供一些建议:
（一）你不需要自己解决所有问题。
利用你的伙伴关系，包括供应商和同行组织。她说:“我参加过数百次会议，与以前做过这件事的同龄人分享经验教训。”
从大的角度思考，写下你的愿景，并与所有人分享，但要用小的、具体的价值驱动的用例前进。例如，Zoetis的下一代销售引擎的愿景是一个智能、自动化的平台，为公司所有面向客户的角色提供洞察和最佳客户行动。但第一个用例仅用于美国东海岸的内部销售团队，并且仅在一个治疗领域。“用例更多的是关于文化、人员和技能，而不是技术，”马米利说。“我们从小处开始，这样我们就可以安全地奋斗和失败，然后学习在下一次迭代或下一个用例中做得更好。”
（二）从大原则开始。
Mamilli非常喜欢把平台架构的原则——开放、敏捷和模块化——写在纸上，然后让平台所有者深入研究细节。她说:“从定义你的平台的原则开始，在你深入之前就能得到认可。如果你不从简单的原则开始，然后深入并概念化每一层，你最终将拥有100个平台。”
（三）造一种赋权的文化。
对于Mamilli来说，快速转向平台模式的关键是创建一个强大的团队，这与Zoetis的核心信念“像自己拥有一样经营它”保持一致。为了培养这种赋权文化，Mamilli鼓励她的团队自己解决问题。“当人们来找我做决定时，我想确保这是我的决定，而他们自己真的不能做决定，所以我问他们，‘你为什么问我?你是想要一个橡皮图章还是真的需要别人来决定?’”她说。“我的领导现在开始对他们的团队提出同样的问题。我们赋予员工的权力越多，我们的行动就越快，我们的团队也就越有成就感。”
（四）关注目标和价值。
“如果人们不理解价值，他们就不会高效地工作，”Mamilli说。“目标和价值驱动意味着好奇心。我们为什么要这么做?一旦我们知道了意图，我们就知道我们在解决正确的问题，然后我们就会专注于以正确的方式解决它。
作为CIDO，我的工作是领导一个有能力的团队，利用平台来推动我们现有的业务，并创建新的业务线，比如宠物保险或为农民提供的新工具。这样一来，CIDO的作用就不是技术，而是寻找下一个创收和创造价值的领域。”
原文：
Zoetis is a $6.7 billion global animal health business that was founded 70 years ago. The company sells its medicines, vaccines, diagnostic tests, and genetics in more than 100 countries to help animals live healthier, more productive lives. More recently, the company began deploying AI and other digital technologies to address the real-world challenges faced by those who raise and care for animals ranging from companion animals (dogs, cats and horses) to livestock.
Digital and data have become increasingly important during the pandemic, when people are spending more time than ever with their pets and growing more attuned to the health of their furry friends. What’s more, a new generation of pet owners is placing a premium on their pets’ healthcare and influencing new innovations in this space—including technology that improves their experience at the veterinary clinic. “Your pet can’t talk to the vet,” says Wafaa Mamilli, who became chief information and digital officer (CIDO) of Zoetis two years ago, after 24 years in IT leadership at Eli Lilly. “So, last year, we deployed a solution called Vetscan Imagyst, which uses artificial intelligence and image recognition to deliver accurate and rapid results to the pet owner.”
AI-driven pet care and farm management
Traditionally, the vet would take a tissue sample, send it to the lab, and weeks later call the pet owner with the results. “Now, at the point of care, the vet sends the image of the tissue sample to the cloud where AI algorithms analyze the data in real-time. The pet owner learns the diagnosis during that same appointment,” she says. “Not only does the platform improve the effectiveness of the diagnostic, it improves speed, agility, and customer satisfaction.”
Likewise, Zoetis has developed new software for its livestock business, which is being driven by increasing demand for animal protein amid a growing world population and heightened influence by consumers who care about where their food comes from. With that in mind, the use of technology and data are increasingly important to farmers for raising healthier livestock, detecting disease, identifying production efficiencies, and providing individualized care to sick animals. “There is a lot that happens on a farm,” says Mamilli. “In the end, farmers are business people running large, complex operations.” Zoetis’s livestock performance software monitors everything from animal feed to financials. “We do that by combining cloud-based technology with data collection on the farm. We have developed powerful analytics that make it easier to analyze feed efficiency, evaluate cost and performance, and give guidance to farmers on how to manage their operation.”
Platform-driven tech innovation
For Mamilli, the keys to driving data and digital innovation at a large, global business are a platform-based model and a culture of empowerment and value. A platform-based model is more than architecture, says Mamilli, “It is a mindset that pushes us to think both vertically and horizontally. We ‘zoom in’ to think vertically about how we deliver to the farmer, vet, and pet owner, but then we ‘zoom out’ to think horizontally about how we are going to make the solutions agile, modular, reusable, scalable, and secure.”
Mamilli and her team drive the development of platforms through use cases. “Every time we enable a use case, we ‘light up’ a new module, and over time every module is green, and then we have a platform,” she says. Over time, the team can tell, by the number of green lights on a certain platform how quickly they can deploy new solutions to that business. “How green is our digital engagement platform? The answer tells us how effective and efficient we are in providing new customer engagement solutions,” she says.
Currently, Zoetis runs five platforms: data, integration services, digital engagement, security, and talent. “If we didn’t move to a platform-thinking approach, we would still be funding these huge programs,” says Mamilli. “But platforms are modular, intelligent, and run algorithms that allow us to change very quickly. Pet care is different in France than in China. The platform lets us create different experiences that can scale because we don’t have to integrate all of this spaghetti.”
Vision, principles, empowerment, and purpose
Having worked on a platform approach for more than two years now, Mamilli can offer some advice:
You don’t have to figure everything out by yourself. Leverage your partnerships, including both suppliers and peer organizations. “I’ve had hundreds of sessions sharing lessons learned with peers who have done this before,” she says.
Think big, write down your vision, and share it with everyone, but move forward with small, specific value-driven use cases. The vision for Zoetis’s next-generation sales engine, for example, is an intelligent, automated platform that provides all the company’s customer-facing roles with insights and next best customer actions. But the first use case was just for the U.S. East Coast inside sales team, and only in one therapeutic area. “The use case is more about culture, people, and skills than the technology,” says Mamilli. “We start small so that we can struggle and fail safely and then learn to do better with the next iteration or the next use case.”
Start with the big principles. Mamilli is a big fan of putting the principles of the platform architecture—open, agile, and modular—down on paper and then letting the platform owners drill down into the details. “By starting with the principles that will define your platforms, you get buy-in before you go deep,” she says. “If you don’t start with simple principles and then go deep and conceptualize every layer. You will wind up with 100 platforms.”
Create a culture of empowerment.
For Mamilli, the key to moving quickly to a platform model is to create an empowered team, in keeping with Zoetis’ core belief of “run it like you own it.” To foster that culture of empowerment, Mamilli encourages her teams to solve problems on their own. “When people come to me for a decision, I want to make sure it is mine to make and they really couldn’t do it themselves. So I ask them, ‘Why are you asking me? Are you looking for a rubber stamp or do you really need someone else to decide?’” she says. “My leaders have now started asking the same question of their teams. The more we empower people, the faster we can move and the more fulfilled our teams are.”
Focus on purpose and value. “People will not work productively if they don’t understand the value,” says Mamilli. “Being purpose- and value-driven means being curious. Why are we doing this? Once we know the intent. We know we are solving the right problem then we focus on solving it in the right way.
My job as CIDO is to lead a capable team that uses platforms to power our existing businesses and create new lines of business, like pet insurance or new tools for farmers. In that way, the CIDO role is less about technology and more finding the next area for revenue and value generation.”
本文由数字化转型网翻译而成，作者：Martha Heller；翻译：数字化转型网郑亚茹；翻译审核：数字化转型网默然。
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