Shanghai Sige and Roche China have cooperated for more than ten years, and Roche has almost witnessed the whole process of Shanghai Sige's development. Recently, SIGO and Brian Yang, head of Roche China Market Domain Architecture , discussed topics such as enterprise digital exploration, new technology prospect and SIGO products.
Introduction to Roche China
Founded in 1896 and headquartered in Basel, Switzerland, with a history of more than 125 years, Roche is a world-leading biotechnology company and a leader in in vitro diagnostics. In 1994, Shanghai Roche Pharmaceutical Co., Ltd. was formally established in Zhangjiang, Shanghai. For nearly 30 years, Roche China has always been adhering to the purpose of "adhering to the needs of patients first", providing Chinese patients with anti-tumor, anti-infection, transplantation, rheumatology, and neuroscience. Breakthrough drugs in multiple key therapeutic areas.
Dialogue Record
1. The SIGO process platform is an important part of Roche's digital transformation
Si Song: Can you introduce the digital development process of Roche China?
Mr. Brian:
Roche has been developing its business in China for nearly 30 years. During this period, Roche has been carrying out digital innovation, from the initial investment and construction of email and enterprise resource management system (ERP), to the recent cloud computing, big data and artificial intelligence, etc. With the application of cutting-edge technologies, the digital level and competitiveness of our enterprises are constantly improving.
In recent years, Roche has supported the continuous development of the enterprise through digital innovation. For example, Roche has built a digital business process management platform to enable enterprises to manage internal business processes more efficiently. At the same time, Roche has also begun to use cloud computing and big data technology to build a technical foundation for data analysis and insight, which is used to analyze and predict market trends, so as to better formulate market strategies.
In addition, Roche is also actively exploring the application of artificial intelligence technology, such as in customer service, using natural language processing technology and machine learning algorithms to improve customer satisfaction.
In short, Roche has always regarded digital development as one of its core strategies, and has continued to invest in digital innovation to promote corporate development and improve competitiveness, and better serve our company's purpose of "adhering to the needs of patients first". And the global vision of "creating 3 to 5 times the benefits of patients at half the social cost".
Si Song: What is the positioning of Si Song's process platform in Roche?
Mr. Brian:
In Roche's digital strategy, SIGO's process platform has always been a very important supporting tool . It helps Roche automate business processes to simplify processes, improve efficiency and reduce costs.
SIGO's process platform is highly customizable and extensible, and can be customized and expanded according to Roche's specific needs. In addition, SIGO's process platform also provides real-time monitoring and analysis functions, enabling Roche to discover and solve problems in business processes in a timely manner, thereby further optimizing the business.
In general, SIGO's process platform is an important part of Roche's digital transformation . It provides Roche with a competitive business process automation solution and helps Roche maintain its leading position in the market.
2. In Roche's operation management, the process management platform plays a core role
Si Song: At this stage, what is the goal or focus of Roche's digital transformation?
Mr. Brian:
At this stage, our digital transformation goals and priorities include the following points: strengthen business process automation, optimize internal operation management of enterprises; use cloud computing, artificial intelligence and big data to provide effective data insight, and continuously improve the business driven by data insight Decision-making ability; strengthen digital collaboration with partners to improve supply chain efficiency; strengthen online and offline integration, accelerate product launch, and improve customer service experience.
Si Song: What is the role of the process platform in Roche's operation and management?
Mr. Brian:
In Roche's operation management, the process management platform plays a core role . Both biomedicine and finance are strictly regulated industries, so process management is particularly important to ensure that companies operate in compliance and retain corresponding evidence. As a result, we have very high volume demands on our processes and need to respond quickly to changes in regulations and regulations. Therefore, in Roche, the challenges faced by the process management platform are not only in terms of high load and stability, but more in terms of flexibility and rigor.
In order to meet these needs, the process management platform needs to not only support the company's business development, but also improve the efficiency and integrity of the overall process, so as to make our business operations smoother; the process management platform should also maximize compliance and convenience. Improve process efficiency; at the same time, it should also promote the extraction of business insights from process data to help Roche achieve continuous business process optimization and improvement to adapt to market changes and customer needs; in addition, the platform should provide real-time data analysis and monitoring , to help Roche understand the operation situation, discover problems in time and take corresponding measures.
Therefore, the process management platform is now an integral part of Roche , which helps us maintain a leading position in a highly competitive market and achieve continuous growth and development.
3. Cooperation with SIGO is an important step in our business transformation
Si Song: Not long ago, Si Song just completed a platform upgrade for Roche, did it achieve the expected results?
Mr. Brian:
The platform upgrade completed by Shanghai Sige for Roche has achieved the expected results. According to the actual situation of Roche, the professional team of Sigo has developed a set of efficient and reliable system, which makes Roche's workflow more smooth.
The platform demonstrates the ability to respond quickly to rapidly changing and dynamic business needs and, by design, empowers process management with efficiency, integrity and innovation.
After the implementation of the project, the quality of the platform has been better guaranteed, and customer satisfaction has also been improved. In terms of cost, SIGO's platform upgrade solution has helped us unify the business process management platform, simplify the system combination, reduce the burden of operation and maintenance, and bring tangible benefits to our enterprise.
Sige: After years of cooperation, what impression do you have of Sige?
Mr. Brian:
During the cooperation with SIGO, Roche was deeply impressed by SIGO's product function, technology and service innovation . For example, SIGO's process designer is easy to use and can quickly build complex business processes; SIGO has strong integration capabilities and can seamlessly interface with other systems; SIGO's customer service team responds quickly and can solve problems in the implementation process problems encountered.
In addition, during the cooperation with SIGO, we also had an in-depth understanding of SIGO's product architecture and solutions, and learned how SIGO helped us optimize business processes and improve work efficiency. Keep in communication with us, continuously improve and optimize products, and provide us with more comprehensive, professional and high-quality services.
In general, cooperation with SIGO is an important step in our business transformation , and it is also one of the reasons why we have always trusted SIGO.
4. Expect SIGO to help Roche achieve a higher level of intelligent process management in the future
Si Song: Can you introduce Roche's development plan in terms of digitalization and intelligence in the next few years?
Mr. Brian:
In the next 3 to 5 years, Roche will continue to invest in digitization and intelligence. To realize this vision, Roche will take a series of measures, including:
Continue to build the digital platform, continue to improve the capabilities of multiple digital business platforms including the business process management platform, and improve our digital level.
Establish a unified data analysis base, provide end-to-end data analysis capabilities, realize efficient governance and utilization of data assets, and provide support for business decisions.
Continuously build modular and highly reusable business capabilities by utilizing cloud native and microservice technologies. We can do this better by using industry best practices and the latest technology, and ensuring our business capabilities are always at their best. In addition, by continuously improving and optimizing our technical architecture, we can ensure that our systems always maintain good availability and performance.
Explore capabilities such as natural language processing and advanced AI analytics, such as text classification, sentiment analysis, entity recognition, semantic analysis, speech recognition, and more. These capabilities can help Roche better understand and process large amounts of data, improve business capabilities and decision-making capabilities.
We believe that by implementing these measures, we can better meet the needs of customers, improve the efficiency and competitiveness of enterprises, and achieve sustainable development.
Si Song: What direction do you think the business process management of enterprises should develop in the future?
Mr. Brian:
The business process management of future enterprises needs to consider the development trend of open interconnection and intelligence.
There are many tasks and processes within enterprises that can be automated, and the speed of business change is unprecedented. Then, the traditional business process management method simply moves manual and offline processes into the system, which has been difficult to keep up with the pace of digital development. In order to adapt to the digital trend in the future, we expect to design business processes in an API-first manner to promote wider process integration and orchestration, so as to improve the resilience of process management and achieve simplified and rapid delivery.
In addition, the continuous development of artificial intelligence and automation technology also provides many new opportunities for future business process management. Future process management platforms can make full use of natural language processing and computer vision recognition technologies to improve process efficiency. These technologies can help companies identify and solve problems more quickly, improving work efficiency and productivity. Future business process management needs to keep up with the development trend of science and technology, and constantly explore new technologies to meet the growing needs of enterprises.
Si Song: In Roche's future digital planning, what are your expectations for Si Song?
Mr. Brian:
In Roche's future digital planning, we expect SIGO to continue to provide its advanced process management platform to meet Roche's rapidly growing needs.
SIGO has always been in a leading position in business process management. In the future, we expect SIGO to help Roche achieve a higher level of intelligent process management. With the continuous advancement of artificial intelligence and data analysis technology, we believe that SIGO will continue to exert its technical strength and innovation ability to provide Roche and other enterprises with better process management solutions.
We also appreciate SIGO's continuous investment in research and development, which makes SIGO become a leader in the field of digital process management. In the future, we expect SIGO to continue to strengthen its research and development capabilities, and continue to explore new technologies and applications to maintain its leading position. We believe that this will help SIGO to better meet the needs of enterprises and the market, and create greater value for customers.
Si Song: How does Roche view the opportunities and challenges of new technologies such as large models, AI, and hyperautomation for the pharmaceutical industry?
Mr. Brian:
At Roche, we have always had strong data science capabilities and are constantly on the lookout for new technologies. We believe that large language models can provide great value to the biomedical industry, and we are also very excited about the various innovation opportunities that large language models can provide. However, we are also fully aware that new technologies still need more investigation in terms of data compliance, privacy protection, accuracy, and cost control.
We believe that new technologies such as large language models and hyperautomation have broad prospects for the development of the biomedical industry. Therefore, we will take active measures to explore and apply new technologies, including digital new technologies such as large language models and hyper-automation, so as to promote the process of enterprise digitalization and enhance the competitiveness of enterprises. At the same time, we will also strengthen cooperation with domestic and foreign partners to jointly promote the exploration and trial of new technologies in the biomedical industry. We believe that these measures will help us better grasp the opportunities brought by new technologies and achieve greater success in the biomedical industry.
5. Digital transformation is an inevitable trend of enterprise development, and it also faces many challenges and risks
Si Song: From the professional perspective of the industry, what issues do you think enterprises should pay attention to in the process of digitalization and automation exploration?
Mr. Brian:
First of all, enterprises need to plan their digital strategy reasonably to ensure consistency with the overall strategy of the enterprise. A digital strategy should be a long-term plan that needs to take into account future changes and needs in order to better respond to changes in the process of digital transformation. In order to formulate a reasonable digital strategy, enterprises need to conduct a comprehensive analysis of their own business model, market environment, resource status and other factors, while considering the feasibility and cost-effectiveness of technology. In addition, the digital strategy needs to be combined with the overall strategy of the enterprise to ensure that digital transformation can bring long-term competitive advantages to the enterprise. Digital transformation is an important means for enterprises to obtain future competitive advantages. How to formulate digital strategies is also an important issue facing enterprises.
Secondly, pay attention to data security and privacy protection, and abide by relevant laws and regulations. In the process of digitalization, enterprises need to collect a large amount of data, so data security and privacy protection are particularly important. Enterprises should establish a sound data security management system to ensure data security and confidentiality. To this end, enterprises can take a variety of measures, such as data classification management, access control, data backup and disaster recovery, etc., and at the same time must abide by relevant laws and regulations, such as personal information protection law and network security law. With the deepening of digital transformation, data security and privacy protection issues have become more prominent. Enterprises need to formulate strict data security and privacy protection plans to avoid adverse effects caused by data leakage and other issues.
Third, pay attention to talent training and team building, and improve the digital capabilities of enterprises. Digital transformation requires professional talents and team support. Enterprises need to attract and cultivate digital professionals through training and recruitment, establish an efficient team collaboration mechanism, and improve the success rate of digital transformation. In addition, enterprises also need to continuously improve the digital literacy of employees and strengthen their ability to apply and innovate digital technologies to meet the needs of digital transformation. Digital transformation requires the support of professionals, and the cultivation of professionals is a long-term and complicated process. Enterprises need to invest a lot of energy and resources to cultivate professional talents and establish efficient teamwork mechanisms.
Finally, ensure the sustainability and stability of digital transformation projects, and avoid blind investment and waste of resources. Digital transformation is a complex process that requires long-term investment and continuous improvement. Enterprises need to establish a sound digital transformation project management system to ensure project sustainability and stability. In the process of digital transformation, enterprises need to constantly evaluate the effect of the project, adjust and optimize the digital strategy in a timely manner, so as to ensure that the digital transformation can achieve the expected effect. Digital transformation is a long-term and complicated process. Enterprises need to develop a comprehensive digital transformation project management system to ensure the sustainability and stability of digital transformation.
In short, digital transformation is an inevitable trend of enterprise development , but enterprises also face many challenges and risks in the process of digitalization and automation exploration. Therefore, enterprises need to formulate a reasonable digital strategy, pay attention to data security and privacy protection, pay attention to talent training and team building, and ensure the sustainability and stability of digital transformation projects in order to achieve the success of digital transformation. Digital transformation is a major challenge for enterprises and one of the key factors for enterprises to gain a competitive advantage. Enterprises need to fully understand the importance of digital transformation and formulate corresponding strategies and plans to deal with the challenges and opportunities brought about by digital transformation.
Shanghai SIGO has been deeply involved in China's local BPM market for nearly 20 years, and has served more than 700 large & super-large enterprise customers in dozens of industries such as medicine, real estate, auto parts, and intelligent manufacturing , and has an excellent brand reputation in the industry.
In order to continuously improve customer satisfaction, Sige insists on investing heavily in research and development. By combining the best practices of many years of process implementation, SIGO has independently developed a new generation of intelligent process platform "K2 Platform" that meets fast delivery, and established the Nebulogy Nabiyun brand, and launched the cloud-native enterprise-level PaaS platform "Nebulogy BPM PaaS " (NBS for short), and "Shuttle", a low-code and light application platform with strong process characteristics.
At present, SIGO has created a diversified product function matrix based on the enterprise-level cloud-native architecture, supporting elastic and high-performance organizations, rich integrated low-code development functions, completely independent and controllable, and fully adaptable to the Xinchuang technology environment. Fully meet the business needs of customers in different stages of digital transformation .