INN VATING - cdn.ymaws.com · • Invest time together to develop a culture – to learn ... – Trust that smart people are working to move the business forward in the best way they

INN VATING OD

OD NETWORK 2013 ANNUAL CONFERENCE

October 5 – 8, 2013 • DoubleTree by Hilton San Jose • San Jose, California

Organization Development Network

Social Systems • Learning • Networks • Organizations • Practice Development

The Power of an Internal Learning Network

Roche - Pharma Technical Operations

Cynthia S. Miller, PhD, Director, Biologics Learning Network,

with Panelists Carla Blackadder and John Pryor

OD NETWORK 2013 ANNUAL CONFERENCE • www.odnetwork.org Organization Development Network


Session Objectives

• Learn what it takes to form, develop and sustain an

internal network of learning professionals

• Exchange best practices with colleagues

• Obtain critical success factors for internal network

success

• Create actions you can take to advance a network

within your own organization



Session Agenda

• Introduction to Internal Learning Networks

• Case Study: Roche Pharma Technical Operations

Learning Network

• Panel Discussion & Dialogue: Q&A with Network

Leaders

• Practical Actions to apply in your organizations



The Power of an Internal Learning Network

• Welcome!

• What is purpose of a learning network?

• What benefits does a network deliver?



Observations from Experience

• Based on relationships, trust, common purpose and a sense of belonging

• Invest time together to develop a culture – to learn from each other and share experiences

• Shared belief that we are better because of the network

• Value derived is worth the time invested

• Nurtured by leader who cares



Frameworks from our Field

“Build the social fabric and transform the isolation within our communities into connectedness and caring for the whole.”

- Peter Block, Community: The Structure of Belonging, 2008

Ronald Lippitt examined “group locomotion, group goal, degree of group unity, group stratification, group and member space of free movement, social powerfield, degree of belongingness, and membership status” finding democratic groups more effective than autocratic groups.

- Ronald Lippitt, 1939



From “Operating Principles for Building Community”

• Focus on real work

• Keep it simple

• Act

• See the glass as half full, not as half empty

• Seek what unifies

• Do it when people are ready

• Design spaces where community can happen

• Find and cultivate the “zoysia plugs”

• Learn how to host good gatherings

• Acknowledge people’s contributions

• Involve the whole person

• Celebrate

- Brown, Smith and Isaacs, 1994



Case Study: Roche Pharma Technical Operations Learning Network

PT Biologics Learning Network Guiding Principles

1. Value relationships- with each other and our customers

– Continuously work to build new relationships and strengthen existing ones

– Be professional and empathetic in all of our interactions

2. Respect each other – our diversity, challenges, successes, cultures, and languages

– Take time to understand each other

– Be aware of and proactively address sources of conflict

– Be supportive instead of competitive

3. Seek understanding

– Create time to listen, communicate, clarify and restate ensuring that we are talking about the same things

4. Engage early – with each other, project teams and our customers

– Communicate earlier even without all of the answers (if it is meaningful)

– Use positive influence

5. Balance diversity and alignment – the right degree of harmonization

– Be willing to change to create a better solution

– Strive for… Right learner, right solution, right time, right result

6. Think and build globally – leverage and build on training content and programs that exist

– Provide input into the portfolio, review and respond when you can contribute content or have a similar need

– Help build, maintain, and leverage a network training repository

7. Focus on the customer

– Deliver customer made solutions and stay connected to the stakeholder

– Communicate and celebrate success

8. Have an open mindset – be willing to shift perspective

– Be open to change and learn

9. Apply discipline and personal commitment

– Be prepared for meetings and follow up on action items

– Ask for what you need to ensure meetings are effective and value added for you and the network

10. Assume good intent

– Listen openly and appreciate the messenger – sounds like, “Good point, thank you for that feedback/input”

– Trust that smart people are working to move the business forward in the best way they know how

Give a little to get a lot! Our Network Principle



Panel Discussion & Dialogue

• Successes

• Challenges

• Lessons Learned

• Impact on Strategy, Leadership and Culture



Best Practices

• Build and maintain trusting relationships • In-person meetings and site visits with focused agendas

• Regular rhythm of connection

• Guiding principles

• Common place to store information

• Create shared experiences and successes

• Publish successes and build internal reputation

• Maintain leadership support

• Have fun!



Bringing the Power of a Learning Network to Your Organization

• What were the best ideas you can use to

build your learning network?



References

• Block, P. (2008). Community: The Structure of Belonging.

San Francisco: Berrett-Koeler Publishers, Inc.

• Brown, J., Smith, B. & Isaacs, D. (1994). Operating Principles

for Building Community. In Senge, P. et. al., The Fifth

Discipline Fieldbook: Strategies and Tools for Building a

Learning Organization. New York: Currency Books.

• Lippitt, R. (1939). Field Theory and Experiment in Social

Psychology: Autocratic and Democratic Group Atmospheres.

American Journal of Sociology, 45 (1), 26-49.

• Senge, P. et. al. (1994). The Fifth Discipline Fieldbook:

Strategies and Tools for Building a Learning Organization.

New York: Currency Books.



Biographies

• Cynthia S. Miller, PhD, is the Director of the Learning Network for

Roche’s Biologics Business, supporting manufacturing, quality and

supply chain employees in ten locations around the globe. She was

instrumental in designing and launching the global training network for

Roche Pharma Technical Operations following the merger with

Genentech. Earlier in her career, Cindy established led large training

networks at Amgen, Home Savings of America and Household Bank.

She holds degrees from Georgetown and Fielding Graduate University.

Cindy’s facilitation skills are widely recognized as engaging, effective

and productive. [email protected] 650-467-9346

mailto:[email protected]



Biographies (con’t)

• John Pryor, is a Business Process Management Principal for Roche’s Biologics Business, providing business process management and operational excellence support for the Biologics manufacturing sites. John also manages the Class A program for US and Singapore biologics manufacturing. He recently led the US/Singapore region of the Roche Biologics Learning Network. He is currently the lead Change Manager on a large scale change project for Roche’s Pharma Technical Operations group. John holds degrees from University of Phoenix (BS Management) and University of San Francisco (MS OD). [email protected] 707-685-6494

• Carla Blackadder is a member of the Roche Biologics Learning Network and Manager of the Learning Solutions group at Genentech’s manufacturing site in Hillsboro, Oregon. She is transitioning into a network leadership role in December, where she will support nine sites in Roche’s Small Molecules organization as OD/Training Network Lead. Carla holds degrees from Western Washington University (B.A. Education) and the University of Washington (M.Ed.). [email protected] 503-720-6697





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INN VATING - cdn.ymaws.com · • Invest time together to develop a culture – to learn ... – Trust that smart people are working to move the business forward in the best way they