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HOW TO CREATE A TWO-WAY DIALOGUE WITH
EMPLOYEES IN TIMES OF BIG CHANGES
2016 The Role of Communications in Creating Best Places to Work
San Francisco, CAMichelle Lutz, Change Leader, Genentech/Roche Product Development
Agenda
• Roche/Genentech Overview
• Change Management Perspective
• Case Study
2
Best Places to Work
• 18 years on the list
• 10 times in top 20
• “The Genentech Executive Committee and I continue to believe that longevity on the list is more important than our exact rank.” Ian Clark, CEO
3
Genentech/Roche Fast Facts
Roche
• Founded in 1896
• Headquartered in Basel, Switzerland
• Founding families still hold majority stake
• 88,500 employees worldwide
• Active in 150 countries and every continent
• Global Roche Group 2014 sales: 47.5B CHF
• World’s largest biotech company
• Top five global leader in pharmaceuticals
• Number one leader in in vitro diagnostics
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Genentech
• Founded in 1976
• Became a member of the Roche Group in
March 2009
• Headquartered in South San Francisco,
California
• Approximately 14,000 employees
• Headquarters for all Roche pharmaceutical
operations in the U.S.
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We make 35 medicines for people with serious diseases
R&D Structure Fosters a Diversity of Approaches
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Roche Partnering - Managing over 150 partnerships
External Innovation
Independent centersfor Research and
Early Development
Chugai
pRED
gRED
Pharma
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Product Development Global Headquarter Sites
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Study Monitoring in 80+ countries
IS YOUR COMMUNICATION
STRATEGY FROM THIS
DECADE?
How important is engagement?
9https://hbr.org/resources/pdfs/comm/achievers/hbr_achievers_report_sep13.pdf
http://www.gallup.com/poll/181289/majority-employees-not-engaged-despite-gains-2014.aspx
Challenges of a diverse audience
• Time zones
• Languages
• Technology
• Multiple channels
• Different roles and expectations
• Corporate cultures
• Decentralized competing initiatives
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2014 Engagement Survey Highlights
The 2014 survey results show that the overall level of engagement at Genentech
is 73%, representing an overall level of engagement at Genentech up 4% as
compared to 2013.
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3% A sense of accomplishment from our work
Organizational reputation3%
Opportunities for Improvement at Genentech
We only saw a 1% increase in the evaluation of work processes… leading the Executive Committee to prioritize how to address this low rate of improvement
Employees have questions when things change…
• Where do I go for information about a new way of working?
• Is the data I receive up to date and accurate?
• Which system do I use to complete my day-to-day job?
• Why are we adopting a new system at this point in time?
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The rate of change is constantly increasing….
Linking process/system changes to PD strategic
goals
Reduce system/process complexity and improve information flow
Increase engagement and promote connectivity and collaboration
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WORKING FROM A CHANGE
MANAGEMENT PERSPECTIVE
“The practice of applying a structured approach to transition an organization from a current state to a future state to achieve expected benefits.”
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Change Management is…
Change is a process, not a single event
Change happens on an individual level
Time
Perf
orm
ance
Early Interest
Shock
Denial
Anger
Bargaining
Adapting
Testing
Acceptance
Awareness Desire Knowledge Ability Reinforcement
1818
Stakeholders are the center of our world
Sponsor
Roadmap
Communication
Plan
Training Plan
Change Management
Strategy
In the ‘new workplace’ one-way communication
doesn’t work anymore..
“Human beings have an innate inner drive to be autonomous, self-determined, and connected to one another. And when that drive is liberated, people achieve more and live richer lives.”
“People at work are thirsting for context, yearning to know that what they do contributes to a larger whole.”
- Daniel H. Pink, Drive: The Surprising Truth about What Motivates Us
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5 Principles for Engaging Communications
By developing a strategy for effectively engaging employees in a two-way dialogue regarding the changes that will not only affect them but require their action to bring to fruition.
1. Intent
2. Focus and Content - Context
3. Frequency - timing
4. Methods
5. Senders
20http://www.change-management.com/tutorial-communication-with-without.htm
CASE STUDY
Our visionTo improve the health of people around the world by accelerating and
simplifying the research and development of innovative new therapies.
Our missionTo collaborate across the global research and development community to
identify, prioritize, design and facilitate implementation of solutions designed to
drive the efficient, effective and high quality delivery of new medicines.
TransCelerate is a non-profit entity formed in 2012 by 10 pharma company partners. Roche was a founding member.
Case Study: TransCelerate
Establishing Intent – What is the change?
Often it’s not just a 1:1 replacement of a system. There is a mindset shift as well..
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Focus and Content – Why are we doing this now?
Example elevator pitch:
There is increased competition for sites running clinical trials has increased, while the our way of working is not sustainable. We need to get medicines to patients faster and make it easier for sites to work with us. TransCelerateprojects like SIP and IR, harness the power of collaboration across the industry to standardize what can be standard, leaving more time for other high value activities. SIP facilitates communication with sites/investigators so that they can spend more time with patients and we can start trials in a more timely manner.
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Slide 25
Focus and Content – how this affects you
Frequency & Timing of communicationsPlanned Communications, Audiences, Key Messages & Channels
-12…..8 -8…..4 -4 -3 -2
+ 2…..4Weeks Post-deployment
Audience: ChampionsMessage: Prepare for launch, onboarding, etcChannels: Live meetings; WebEx
Reminder: Take training, IR available soon
INFORM EXECUTIVE & SENIOR LEADERSHIPAudience: PD Leaders, Message: Benefits to company & employees, business process changes Channels: Live meetings, email
Audience: SMTs, All PDMessage: IR available soonChannel: Email, live events, PDLivenewsletter, online
Deployment
Internal & External
Support: P2P, T&E, and GI Help Desks, online training, Super Users, etc
Audience: Managers Message: Info to pass on to teams about IRChannel: Email detailing change, roadshow deck.Training for Help Desks starts; targeted intranet sites
Audience: SMT, All PD, SUSSMessage: Training availableChannel: BU/Live meetings, email; targeted intranet sites
‘T’T-12
Methods of Communication
Tactics Description Audiences Desired Outcome
TC Newsletter Every 6 weeks, 27 April, June, July, Aug, Oct, Dec
General PD Awareness – SIP & IR are coming. Hi level TC value
TC – Basel Devtogether
June event – possible opportunity to present SIP & IR
Basel SMTs Awareness – SIP & IR are coming. Hi level TC value
TC Day 12 Oct – Live events on sites PD Sites Awareness
IR videos DrugDev videos – TC videos PD/ SMTs Awareness
IR Roadshow CCO, SMT + outsourcing, OPL, GSL GSM, CSM + BOM forums every 6 weeks
SMTs - Desire Desire - benefits, features, where to go for more info
IR blog posts Messages from sponsor and BL updating PD and showing benefits
SMTs – Desire Desire - benefits, features, where to go for more info
IR portal Place where materials and access to training can be found
SMTs – Ability Knowledge- How to get IR, best practices, where to get support
IR online training + materials
How to use IR CMSs/SUSS, Clin
Sci, OII, Help Desk, SU
Ability - How to use SIP & IR portal
ChampionsNetwork
A network of volunteers who are available to help peers – define role
SMTs Reinforcement – sustain use of SIP/IR
External OCM by TC
Benefits, Usage, Support (ROCHE) Investigator &staff
ADKAR
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Methods: Two-way communication is more effective-
use a variety of methods
• Live –meetings provide 2-way
conversation
• Social platforms –global environment
• Community of advocates –support
• Email –differentiate from other channels
• Online –static information
• Print – one-page fact sheets, desk drops
• Newsletters –use judiciously
“The single biggest problem
with communication is
the illusion that it has
taken place.”
~ George Bernard Shaw
Senders: Using the preferred sender is key to
effective communication
How are we doing so far?
• Close to 300 people have accessed the new tool since launch Sept 6, 2016
• More than 270 have attended webinars delivered by our network of champions
• Standing room only at TransCelerate Day event featuring our Roche head of Product Development Sandra Horning and TransCelerate CEO Dalvir Gill
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In summary…
Less Effective More Effective
IntentCommunications designed to tell you what "we” [project team] are doing
Communications designed to build awareness and engage employees in the process
Focus and Content
Project details, design details, status and progress updates, milestones
Answers to the questions that employees have - 1) why is this change happening, 2) what's in it for me, 3) risk of not changing, 4) organizational benefits
Frequency Dictated by project milestones High frequency with repetition of key
messages
MethodsOne-to-many, broadcast messages (typically one-way)
Face-to-face interactions, discussions, variety of media (always two-way)
SendersProject team members, communication specialist
Someone at the top (the sponsor of the change) and the person the employee reports to (my direct supervisor)
31http://www.change-management.com/tutorial-communication-with-without.htm
Doing now what patients need next
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