Re-invent - The Chalfont Project...Re-invent, re-position Become irrelevant 10 Reinvention of (your function here) steps Pre-requisite: stop admiring your problems 1. Am I(If we

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



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


But we are a

regulated

industry...!


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...


2010 Choices x 3


More of the same - even better and bigger

(slow agony)

Re-invent, re-position

Become irrelevant


More of the same - even better and bigger

(slow agony)

Re-invent, re-position

Become irrelevant


10

Reinvention of(your function here)

steps


Pre-requisite:

stop admiring

your problems


1.

Am I needed

(If we didn't exist?)


Your function

is not needed


http://www.amazon.com/gp/redirect.html?ie=UTF8&location=http://www.amazon.com/s?url=search-alias=aps&field-keywords=post-it+notes&x=0&y=0&tag=memorandumb-20&linkCode=ur2&camp=1789&creative=9325

2.

If so, why us?

(market test)


In-companyfunction

Market test(Service

Provider)

IndependenceTest

1

2


3.

What’s unique?

(‘product’ ‘space’)


Most companies are

me-too companies

Most functions are

me-too functions


Define your space

(given/taken)

Take it

Others can’t compete

with your value( and may even be grateful)

Nurture ‘your brand’


4.

Speed

Boldness

Surprise






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




5.

Make it disruptive?


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


6.

Collective brain


Technology

Crowdsourcing

Collective

intelligence

Internal Prediction

Markets

Analytics

Data mining

Data

warehousing


7.

New skills?

(New toolkit)


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


8.

Digitalise


Online

24/7 always on

Mash-up-able

User generation

Configurable

Fast

Doesn't need 245 steps in the intranet


9.

Self-destruction

Self-renewal

(write sell by date)


10.

Go back to # 1

(am I still needed?)

Repeat


“The problem is never how to get new, innovative thoughts

into your mind, but how to get the old ones out.”

Dee Hock


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)


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 [email protected]

Documents

Re-invent - The Chalfont Project...Re-invent, re-position Become irrelevant 10 Reinvention of (your function here) steps Pre-requisite: stop admiring your problems 1. Am I(If we