Servier Case: How Data Became a Strategic Asset Through a Complete Reporting System Upgrade

Tags:

Business Intelligence (BI)

About the project

We transformed disparate Excel-based metrics into a unified ecosystem for well-considered decisions.

When partnering with global companies, we always focus on the speed of process adoption and the strategic depth of solutions. Servier — a global leader operating in 140 countries — approached us with a challenge. The company’s core expertise spans oncology, cardio-metabolism, and neurosciences, and nearly 20% of revenue from original medicines is reinvested into research. Collaboration with Servier allowed us to immerse ourselves in both the scientific and business contexts in order to create tools that strengthen long-term strategy and align with the real needs of healthcare professionals and patients.

The client's problem

The client explained that their existing reporting system was highly fragmented and required significant resources to maintain. Operations were based in Excel, which led to duplicated reports and outdated metrics. The absence of a single source of truth and standardized practices introduced risks into analytics and overall management.

Key issues that required improvement:

Information was scattered across multiple sources and difficult to verify.
File duplication and manual updates resulted in frequent errors.
Teams spent excessive time consolidating and formatting data.
Business processes slowed down due to inconsistent or obsolete information.
Most time was spent not on analysis but on manual report preparation.

These issues needed to be resolved quickly, as they limited process scalability and hindered the development of Servier’s analytical ecosystem.

Case information

We built a data solution that strengthens the company’s competitive edge and turns complexity into advantage.

Servier — a global industry leader — gained a new superpower: the brand can now see the future through data.
Our approach:
We began with a full Discovery phase, which gave us a clear understanding of the company’s data landscape and reporting logic. It also helped us identify the processes that were holding back analytical development.
We thoroughly analyzed the needs of each department as well as the structure of all data sources. These insights allowed us to create an infological model — the foundation for the future architecture.

Our team focused not only on technical shortcomings but also on organizational barriers that prevented the creation of a unified information environment. We proposed two options for building a centralized data warehouse, fully aligned with the company’s resources, constraints, and long-term priorities.
At this stage, we also developed a set of recommendations to help the company transition from fragmented reporting to transparent, governed analytics powered by modern tools.

Work results:

By the end of the project, we had a complete picture of the data landscape, real departmental needs, and the root causes that slowed down analytics. Our experts developed a clear transformation roadmap and defined the optimal direction for building a modern reporting architecture.
Key Achievements:
An infological model was built and proposed two options for a centralized DWH.
Identified technical and organizational barriers and provided recommendations for eliminating them.
Suggested standardized reporting templates, unified reference data, and the introduction of MDM solutions.
Defined the steps for adopting Microsoft Power BI as the core analytics platform.
As a result, the client received a unified information environment. Today, the brand has automated its reporting processes and transitioned from manual workflows to a scalable, modern analytical system.