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Leandro HerreroMD MBA FCMI FIoD
CEO The Chalfont Project LtdManaging Partner, Viral Change™ LLP
Re-invent
www.TheChalfontProject.com
Status = change (fast)
Stability = fantasy
2www.TheChalfontProject.com
THE CHALFONT PROJECT3
Managing
by
default
www.TheChalfontProject.com
www.TheChalfontProject.com
THE CHALFONT PROJECT
R&D
investment
R&D
productivity
IT and
infrastructure
Management
Practices and
Organisational
Innovation
Regulatory
hurdles
pharma
6
realities
2002
THE CHALFONT PROJECT
Big Pharma
Shareholder
Value
You say You do
From product selling to solution selling
Rewards by call rates/product market share
Redesigning of functions ‘to align with customer
expectations’
Breaking news: The pharmaceutical industry discovers Key Account
ManagementReputation management Damage limitation
Customer-centrism Industry-centrism
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But we are a
regulated
industry...!
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20 signatures to approve X
3 months to decide Y
Redundant processes
Decisions made, no follow up
Monthly Reports
Quarterly reports
Incentive schemes written by a
quantum physicist
People paid to show up
But we are a
regulated
industry...
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2010 Choices x 3
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More of the same - even better and bigger
(slow agony)
Re-invent, re-position
Become irrelevant
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More of the same - even better and bigger
(slow agony)
Re-invent, re-position
Become irrelevant
www.TheChalfontProject.com
10
Reinvention of(your function here)
steps
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Pre-requisite:
stop admiring
your problems
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1.
Am I needed
(If we didn't exist?)
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Your function
is not needed
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2.
If so, why us?
(market test)
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In-companyfunction
Market test(Service
Provider)
IndependenceTest
1
2
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3.
What’s unique?
(‘product’ ‘space’)
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Most companies are
me-too companies
Most functions are
me-too functions
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Define your space
(given/taken)
Take it
Others can’t compete
with your value( and may even be grateful)
Nurture ‘your brand’
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4.
Speed
Boldness
Surprise
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Not hereNot now
It’s too earlyIt’s too late
We are too bigWe are too small
Not in a million yearsWe are not X
Not in this countryWe don't have the resources
We are bad at YIn fact we are pathetic
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5.
Make it disruptive?
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They are simple. There is a total disproportion between their simplicity and their potential to impact on and transform the life of organisations. They can be implemented now. You can implement them at little or no cost. They are most likely to be contrarian. They are also most likely to be counterintuitive. They pose a high risk of being trivialised or dismissed. They can spread virally within the organisation very easily
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6.
Collective brain
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Technology
Crowdsourcing
Collective
intelligence
Internal Prediction
Markets
Analytics
Data mining
Data
warehousing
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7.
New skills?
(New toolkit)
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The world today
SpeedDigital
Info = commodityInterdependencyMarkets are sick
Etc.
Management toolkits out of datewww.TheChalfontProject.com
Taught/learnt/best practice
management
But we need
Managing development focused in number
of troupes (bigger department, more
people)
Influence without authority
is what counts
Manage resources one controls
(own budget)
Obtaining and using resources not
belonging to you (other divisions,
affiliates) at cost or no cost
Analytical skills are a premium. Language
of analysis and ‘focus’
(‘cutting the elephant into pieces’)
Synthesis skills are scarce and
fundamental.
‘Connect the dots’, see the elephantwww.TheChalfontProject.com
Taught/learnt/best practice
management
But we need
Manage formal ‘ by design 'collaborative,
visible, structures (teams, committees)
Most of true conversation, collaboration
and idea flow travels via informal social
networks, visible or not
‘Management of change’ towards a ‘stable
destination’ *language of ‘closure’+
‘Management of change’ permanent
instability; ‘beta state’, ‘unfinished’
4R management: Predictable, repetitive,
reproducible, reliable
Innovation requires ‘unpredictable
answers’; beyond repetitive, ‘solid’
processeswww.TheChalfontProject.com
Team-work Net-work
Analytical skills Synthesis skills
Best Practices Disruptive ideas/practices
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8.
Digitalise
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Online
24/7 always on
Mash-up-able
User generation
Configurable
Fast
Doesn't need 245 steps in the intranet
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9.
Self-destruction
Self-renewal
(write sell by date)
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10.
Go back to # 1
(am I still needed?)
Repeat
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“The problem is never how to get new, innovative thoughts
into your mind, but how to get the old ones out.”
Dee Hock
www.TheChalfontProject.com
In the business of change and reinvention?
1. There is no change unless there is behavioural change
2. Change behaviours, get culture 3. Small number of people inside the
organisation have the power and influence to create big impact (tip: it’s not management)
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The Chalfont Project Ltd and Viral Change™ L.LP provide consulting services in the areas of
Organisational innovation, Leadership. Organisational branding and Viral Change™.
Visit the websites for detailed information.
A number of educational short programmes are also available in those areas
Contact us on +44 1494 730999 or email to ukoffice@thechalfontproject.com
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