Pfizer Case Study Imaginatik Front End Vienna 2008 v7

8/4/2019 Pfizer Case Study Imaginatik Front End Vienna 2008 v7

1/35

Robin W. Spencer, Pfizer, Front End of Innovation, Vienna, January 2008 1

The Third

QuestionFront End of Innovation

28-31 January 2008Vienna

Dr Robin W. SpencerSenior Research Fellow

Pfizer, Inc.


2/35


Take Home Message

In a fast-paced, complex, uncertain world, you must beable to pull resources to problems with speed andefficiency.

Idea management systems are well suited to this need.

But novel things must also be pushed on a resistantorganization; it will not change on its own.

Therefore we push in many small different ways,achieving short-term real results, which can also drive along-term culture change frompush topull.


3/35


Many Thanks

Steve Street

Mark Turrell, Geoff Carss,& Cameron Snider

2008 DavosTechnology Pioneer

award winner


4/35


Why

The First Question

Whydo we need to drive innovation ?Very large forces are acceleratingchange :

geopoliticslower barriers to movement of people and goods, especially in Europe and Asia

demographics and resourcesretirement of the Baby Boomers, end of plentiful oil, onset of climate change

internetinformation and money now travel globally, essentially free

Make these enablers, not threats !


5/35


What

The Second Question

Whydo we need to drive innovation ?

Whatdo we need to do ?

We know this !

manage the detailsSaving time, money, and squeezing out waste is good but not enough.

listen to the edgesReal change does not come by optimizing the status quo. The edges inside andoutside your organization are where the new ideas are found.

have open and flexible systemsThe last thing you need are risk-averse policies and systems that slow you down.


6/35


What to do: Push vs. Pull

Push and Pull are different strategiesfor directing resources to achieve agoal or fix a problem.


7/35Robin W. Spencer, Pfizer, Front End of Innovation, Vienna, January 2008 7

Push vs. Pull

Push is traditional: analysis, decisions,and planning are done beforepushingresources at targeted goals or problems



Push vs. Pull

but if the world is too uncertain,complex, or fast-changing, then push isineffective.



Push vs. Pull

Pull is more dynamic: you ride theproblem andpull resources as needed...



Push vs. Pull

which takes agility: rapid access toinformation, quick decision-making,and adaptive supply systems.



How

The Third Question

Whydo we need to drive innovation ?Whatdo we need to do ?

Howdo we do it ?

Someone has to take

some risks and learn,out on the streets



How to innovate: Push vs. Pull

known and valuable,then customers will PULL

novel and uncertain,then you must PUSHif all you do is build it, they wont come !

If what you offer is

perceived as

This is just as true for innovationinside your organization,as it is for retail marketing.


13/35


A

The Third Man* onInnovation

* 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 theyproduced Michelangelo, Leonardoda Vinci, and the Renaissance.

In Switzerland they had brotherlylove - they had 500 years ofdemocracy and peace, and whatdid that produce ?

The cuckoo clock.


14/35


How to innovate: One Step at a Time

How to change the world:

1. Have a vision of the future.

2. Act like its already true.

3. Repeat.


15/35


How to innovate: One Step at a Time

Pushing a biginnovation project can

get bogged down inparalysis-by-analysis

...so insteadwevebeen driving hundredsof mid-size initiatives,rapidly implemented.


16/35

16

Case Studies fromPfizer Global Research &Development


17/35


Summary

Since the Idea Farm began in PGRD in early2006, weve run over a hundred campaigns

of all scales and types.

Of course they arent all gems but quite afew are ! These case studies highlight thediversity and value achieved in the past twoyears.


18/35


The Structure of a Campaign:Diverge, then Converge

18

identify theproblem &

owner

details ofchallenge &

audiencelaunch capture ideas

build outideas

reviewconclusions

and decisions

This is the basic form of a

problem-solving campaign.

There are specific tools and

advice for each step.

??


19/35


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


20/35


long shot technical challenges

These are technical challenges sent to thousands of people. Truly usefulresponses 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 secondaryindications. 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 beadapted for animals.


21/35


social problem solving

These are social challenges sent to thousands of people. No single ideahas great impact, but collectively they support engagement andempowerment, and shape leadership thinking.

Pfizer Communities

Hundreds of colleagues in Connecticut and Rhode Island offeredpersonal recommendations and connections to Michigan colleagues,

helping them to decide on relocation offers. Credited as a factor in our70% acceptance rate.

Shape your Future Workspace

Beginning in Sandwich and then extended to all PGRD, colleaguescontributed 345 ideas about space, light, sound, communications to helpkeep the workspace vibrant as occupancy nears capacity.


22/35


meeting and decision support

Offsite meetings of 100+ leaders are complex and expensive. Secureevents can capture ideas and drive decisions during such meetings. Theyare 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 forreal-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 andpresented in real time.


23/35


outside suppliers and partners

Our outside-the-firewall system can be used to share information, collectideas, route documents, etc., with partners, vendors, academics outside ofPfizer. 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 thesteering committee, with contract-compliant reply to Scripps.

Consulting Collaboration Conference

As prelude to an all-day meeting in New York, partner firms were askedfor anonymous, candid feedback on how we could get more value fromtheir services.


24/35


Continuous Improvement

Idea Farm events can support CI in many ways: by open brainstormingfor ideas, by front-loading Agile Workshops, by providing review-and-conclusion tracking for portfolios of dozens of small improvements, bypaving 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 thatcould cut a critical pathway to half the current time.


25/35


portfolios & priorities : Speed Dates

Speed Dates are intense meetings of rotating 5 minute What do youneed? What do you have? conversations. A custom campaign is veryuseful 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 enterour product pipeline.

Research Centers of Emphasis Roadshows

The Research CoEs are small, diverse, specialized units offering

technical and outsourcing support to all Worldwide Research. In 2 hoursessions, these refined speed date sessions are eliciting many urgent,specific needs from the Therapeutic Areas at the research sites.


26/35


portfolios & priorities : challenges

Large challenges are very useful for identifying and prioritizing tasks orresources 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 tokeep 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 developneeds without regard to line divisions.


27/35


project management

The Idea Farms ability to do situational email alerting and trackingmakes it useful in long-duration project management situations.

Ask the Research CoEs

In addition to being the home page for the Research CoEs (with allthe usual links and background information), this site solicits and auto-

routes requests for information and services.

One Hundred SOPs

With 100 documents to review and track in a complex matrix of people,

this campaign uses all of the review-and-conclusion tools to managecomments, changes, and workflow.


28/35


Take Home Lessons

There is no best among these campaigns and

types of use. Every one was quick to implement andprovided real value to the business.

Only in hindsight can we say which campaigns havehad the greatest value. Thus the key to success isto be fast, be inexpensive, give the best advice, anddont be too judgemental.

The most successful initiatives always used multiple

approaches electronic media, face-to-facemeetings, workshops, etc. in a coordinated way.

f


29/35


references

John Seely Brown & John Hagel III, Push Pull -- The Next Frontier ofInnovation, McKinsey Quarterly 2005 no 3, 82-91.

John Hagel & John Seely Brown, From Push to Pull - Emerging Modelsfor 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 informationDr. Robin W. Spencer

Senior Research Fellow

Pfizer Global Research & Development

Eastern Point Road, Groton, CT 06340

tel 860-441-3946

[email protected]

Q i ?


30/35


Questions ?


31/35

31

new concepts

not yet incorporated into the flow of thetalk, but may fit somewhere !

O t id I ti


32/35


level of relationship

Outside Innovation

mergers &acquisitionsallianceshiringcapitalequipmentsupplies

days

,$,103 106 109

102 103

101

101

CEOVPTeamLeader

anyone DeptHead

what

how much

how often

by whom

We have always gone outside our

organizations for new things

O t id I ti


33/35



Outside Innovation

mergers &acquisitionsallianceshiringcapitalequipmentsupplieswhat

days

,$,103 106 109

102 103

101

101

CEOVPTeamLeader

anyone DeptHead

how much

how often

by whom

Whats Newmini-

alliances

problem-

solvers

O t id I ti


34/35


Outside Innovation

mergers &acquisitionsallianceshiringcapitalequipmentsupplies

mini-

alliances

problem-

solvers

CEOVPTeamLeader

anyone DeptHead


Working faster and cheaper means empoweringpeople lower in our organizations, and makingdecisions based more on written details, and lesson personal relationships and trust.

b t t


35/35

abstract

16:00 Idea Management as an Enabler of the Pull

Business ModelWhen the business environment is known, predictable, controllable, itis appropriate to push resources at problems. However, when the

environment uncertain, complex, and not fully controllable, it is betterto pull resources to problems in a just-in-time fashion.

The difficulties lie in the details of such a rapid, flexible, unstructuredapproach, and there is little practical advice in the literature of justhow to implement pull. Fortunately the processes and tools of Idea

Management are ideally suited to this type of problem solving. In thepast two years, Pfizer Global Research & Development has run over100 structured and documented problem-solving challenges, both

inside and outside the firewall. Via multiple examples, we willillustrate a number of best worst!) practices, and offer projections forextensions these processes into an even-more fluid future.

Dr. Robin W. Spencer, Senior Research Fellow, Idea Managementand Innovation, Pfizer Global Research & Development

Documents

Pfizer Case Study Imaginatik Front End Vienna 2008 v7