pfizer case study imaginatik front end vienna 2008

Slide1: 

The Third Question Front End of Innovation 28-31 January 2008 Vienna Dr Robin W. Spencer Senior Research Fellow Pfizer, Inc.

Take Home Message: 

Take Home Message In a fast-paced, complex, uncertain world, you must be able to pull resources to problems with speed and efficiency. Idea management systems are well suited to this need. But novel things must also be pushed on a resistant organization; it will not change on its own. Therefore we push in many small different ways, achieving short-term real results, which can also drive a long-term culture change from push to pull.

Many Thanks: 

Many Thanks Steve Street Mark Turrell, Geoff Carss, & Cameron Snider

The First Question: 

Why The First Question Why do we need to drive innovation ? Very large forces are accelerating change : geopolitics lower barriers to movement of people and goods, especially in Europe and Asia demographics and resources retirement of the Baby Boomers, end of plentiful oil, onset of climate change internet information and money now travel globally, essentially free Make these enablers, not threats !

The Second Question: 

What The Second Question Why do we need to drive innovation ? What do we need to do ? We know this ! manage the details Saving time, money, and squeezing out waste is good – but not enough. listen to the “edges” Real change does not come by optimizing the status quo. The edges – inside and outside your organization – are where the new ideas are found. have open and flexible systems The last thing you need are risk-averse policies and systems that slow you down.

What to do: Push vs. Pull: 

What to do: Push vs. Pull resources Push and Pull are different strategies for directing resources to achieve a goal or fix a problem.

Push vs. Pull: 

PROBLEM Push vs. Pull Push is traditional: analysis, decisions, and planning are done before pushing resources at targeted goals or problems…

Push vs. Pull: 

Push vs. Pull PROBLEM … but if the world is too uncertain, complex, or fast-changing, then push is ineffective.

Push vs. Pull: 

PROBLEM Push vs. Pull Pull is more dynamic: you “ride” the problem and pull resources as needed...

Push vs. Pull: 

Push vs. Pull PROBLEM …which takes agility: rapid access to information, quick decision-making, and adaptive supply systems.

The Third Question: 

How The Third Question Why do we need to drive innovation ? What do we need to do ? How do we do it ? Someone has to take some risks and learn, out on the streets…

How to innovate: Push vs. Pull: 

How to innovate: Push vs. Pull This is just as true for innovation inside your organization, as it is for retail marketing.

The Third Man* on Innovation: 

A The Third Man* on Innovation * Graham Greene wrote the book and screenplay. Orson Welles ad-libbed just one line -- this, the most memorable one of the film. “In Italy for 30 years under the Borgias they had warfare, terror, murder, and bloodshed, but they produced Michelangelo, Leonardo da Vinci, and the Renaissance. In Switzerland they had brotherly love - they had 500 years of democracy and peace, and what did that produce ? The cuckoo clock.”

How to innovate: One Step at a Time: 

How to innovate: One Step at a Time How to change the world: Have a vision of the future. Act like it’s already true. Repeat.

How to innovate: One Step at a Time: 

How to innovate: One Step at a Time Pushing a big “innovation project” can get bogged down in paralysis-by-analysis… ...so instead we’ve been driving hundreds of mid-size initiatives, rapidly implemented.

Slide16: 

Case Studies from Pfizer Global Research & Development

Summary: 

Summary Since the ‘Idea Farm’ began in PGRD in early 2006, we’ve run over a hundred campaigns of all scales and types. Of course they aren’t all gems – but quite a few are ! These case studies highlight the diversity and value achieved in the past two years.

The Structure of a Campaign: Diverge, then Converge: 

The Structure of a Campaign: Diverge, then Converge 18 identify the problem & owner details of challenge & audience launch capture ideas build out ideas review conclusions and decisions This is the basic form of a problem-solving campaign. There are specific tools and advice for each step.

Case Studies by Scale and Type: 

Case Studies by Scale and Type social problem-solving meeting and decision support Continuous Improvement outside supplier & partner challenges portfolios & priorities : Speed Dates portfolios & priorities : large challenges long-shot technical challenges project management

“long shot” technical challenges: 

“long shot” technical challenges These are technical challenges sent to thousands of people. Truly useful responses are rare due to the difficulty and scale of the problems; however, payoffs are large. ADAPTS: Substrate for Phase 3 Starts Of the 100+ entries, most were detailed and serious ideas for secondary indications. Most did not fit the tight time requirements, but one was accepted and funded. Formulation and Delivery for Vet Med Pharm Sci and Discovery scientists offered significant advice and contact info for complex problems in how formulation for humans could be adapted for animals.

social problem solving: 

social problem solving These are ‘social’ challenges sent to thousands of people. No single idea has great impact, but collectively they support engagement and empowerment, and shape leadership thinking. Pfizer Communities Hundreds of colleagues in Connecticut and Rhode Island offered personal recommendations and connections to Michigan colleagues, helping them to decide on relocation offers. Credited as a factor in our 70% acceptance rate. Shape your Future Workspace Beginning in Sandwich and then extended to all PGRD, colleagues contributed 345 ideas about space, light, sound, communications to help keep the workspace vibrant as occupancy nears capacity.

meeting and decision support: 

meeting and decision support Offsite meetings of 100+ leaders are complex and expensive. Secure events can capture ideas and drive decisions during such meetings. They are a vast improvement over flipcharts and sticky notes! Global Operations Leadership Forum This team had data-rich, difficult decisions about facility costs to manage. This campaign was coordinated with IMPACT methods for real-time problem solving over 3 days. Research Management Committee in Boston Very active flash sessions and speed dates resulted in over 500 ideas on how to refine and implement a new strategy, which were prioritized and presented in real time.

outside suppliers and partners: 

outside suppliers and partners Our outside-the-firewall system can be used to share information, collect ideas, route documents, etc., with partners, vendors, academics outside of Pfizer. It is completely secure and separate from our internal Idea Farm. Scripps Collaboration A continuous high-traffic campaign routes scientific Scripps-generated documents for specific review by Pfizer scientists, conclusions by the steering committee, with contract-compliant reply to Scripps. Consulting Collaboration Conference As prelude to an all-day meeting in New York, partner firms were asked for anonymous, candid feedback on how we could get more value from their services.

Continuous Improvement : 

Continuous Improvement Idea Farm events can support CI in many ways: by open brainstorming for ideas, by front-loading Agile Workshops, by providing review-and-conclusion tracking for portfolios of dozens of small improvements, by paving the way for future communications. CAN Smoothing Over 200 ideas from all levels of Discovery were substrate for this initiative to smooth out a chronic scheduling problem. CAN-to-FIH Acceleration Scientists and managers’ ideas fed into multiple workshops, and then a two day senior cross-line meeting, resulting in specific decisions that could cut a critical pathway to half the current time.

portfolios & priorities : Speed Dates : 

portfolios & priorities : Speed Dates Speed Dates are intense meetings of rotating 5 minute “What do you need? What do you have?” conversations. A custom campaign is very useful for capturing the players and topics at speed. New Product Opportunities A one-day three-stage (speed date, deep date, peer review) meeting in New York resulted in 73 previously undocumented ideas that could enter our product pipeline. Research Centers of Emphasis Roadshows The Research CoE’s are small, diverse, specialized units offering technical and outsourcing support to all Worldwide Research. In 2 hour sessions, these refined speed date sessions are eliciting many urgent, specific needs from the Therapeutic Areas at the research sites.

portfolios & priorities : challenges: 

portfolios & priorities : challenges Large challenges are very useful for identifying and prioritizing tasks or resources in portfolios. Here are two good examples : Effective Use of Chemistry We have major synthetic chemistry outsourcing contracts in Asia. Despite all good tracking, there can be delays resulting in idle time. This challenge identified dozens of high value but non-urgent tasks to keep the docket full. What Belongs in the Computing Toolbox? After two in-house scientific computing teams reorganized, they cosponsored a single challenge to all Research, to identify and develop needs without regard to line divisions.

project management: 

project management The Idea Farm’s ability to do situational email alerting and tracking makes it useful in long-duration project management situations. Ask the Research CoE’s In addition to being the “home page” for the Research CoE’s (with all the usual links and background information), this site solicits and auto-routes requests for information and services. One Hundred SOP’s With 100 documents to review and track in a complex matrix of people, this campaign uses all of the review-and-conclusion tools to manage comments, changes, and workflow.

Take Home Lessons: 

Take Home Lessons There is no “best” among these campaigns and types of use. Every one was quick to implement and provided real value to the business. Only in hindsight can we say which campaigns have had the greatest value. Thus the key to success is to be fast, be inexpensive, give the best advice, and don’t be too judgemental. The most successful initiatives always used multiple approaches – electronic media, face-to-face meetings, workshops, etc. – in a coordinated way.

references: 

references John Seely Brown & John Hagel III, Push Pull -- The Next Frontier of Innovation, McKinsey Quarterly 2005 no 3, 82-91. John Hagel & John Seely Brown, From Push to Pull - Emerging Models for Mobilizing Resources, working paper, Oct 2005. Gary Pisano, Science Business, 2006, HBR Press Gary Hamel, The Future of Management, 2007 Thomas Friedman, The World is Flat, 2006 Managing Uncertainty, Harvard Business Review Strategy Under Uncertainty, HBR OnPoint reprint Herbert Simon, The Sciences of the Artificial Peter Senge, The Fifth Discipline Contact information Dr. Robin W. Spencer Senior Research Fellow Pfizer Global Research & Development Eastern Point Road, Groton, CT 06340 tel 860-441-3946 robin.w.spencer@pfizer.com

Questions ?: 

Questions ?

Slide31: 

new concepts not yet incorporated into the flow of the talk, but may fit somewhere !

Outside Innovation: 

level of relationship Outside Innovation mergers & acquisitions alliances hiring capital equipment supplies days €,$,£ 103 106 109 102 103 101 101 CEO VP Team Leader anyone Dept Head what how much how often by whom We have always gone outside our organizations for new things…

Outside Innovation: 

level of relationship Outside Innovation mergers & acquisitions alliances hiring capital equipment supplies what days €,$,£ 103 106 109 102 103 101 101 CEO VP Team Leader anyone Dept Head how much how often by whom What’s New mini-alliances problem-solvers

Outside Innovation: 

Outside Innovation mergers & acquisitions alliances hiring capital equipment supplies mini-alliances problem-solvers CEO VP Team Leader anyone Dept Head level of relationship Working faster and cheaper means empowering people lower in our organizations, and making decisions based more on written details, and less on personal relationships and trust.

abstract: 

abstract