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Optimizing ResearchOptimizing Research
Michael H ElliottMichael H ElliottCEOCEOAtrium ResearchAtrium [email protected]@atriumresearch.com+1 203 938 6924+1 203 938 6924
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
About Atrium ResearchAbout Atrium Research
Atrium Research is an independent, vendor-Atrium Research is an independent, vendor-agnostic informatics market research and agnostic informatics market research and management consulting organizationmanagement consulting organization
We develop packaged and customized We develop packaged and customized research reports; strategy, analysis, and research reports; strategy, analysis, and change acceleration serviceschange acceleration services
Multiple publications on research informaticsMultiple publications on research informatics
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Teams and LeadershipTeams and Leadership
““Insanity is doing the same thing over andInsanity is doing the same thing over and
over again and expecting a different result”over again and expecting a different result”
- Bill Walsh- Bill Walsh
ChampionChampion
Football*Football*
CoachCoach
*American Football that is*American Football that is
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
““The Chart”The Chart”
$63 billion worth of drugs will lose their patents$63 billion worth of drugs will lose their patentsbetween 2007 and 2012between 2007 and 2012
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Call Me a Heretic! Informatics MythsCall Me a Heretic! Informatics Myths
• ““Give you more time for science”Give you more time for science”
• ““Get your drug to market faster”Get your drug to market faster”
• ““Break down barriers between departments”Break down barriers between departments”
• ““Make you compliant”Make you compliant”
• ““Manage your knowledge”Manage your knowledge”
• ““Give you all the answers through integration” Give you all the answers through integration”
Informatics technologies are just Informatics technologies are just tools tools
Important tools, but just toolsImportant tools, but just tools
It is the contextual use that mattersIt is the contextual use that matters
Technology, in isolation, will not:Technology, in isolation, will not:
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Management Consulting Myths for Management Consulting Myths for R&DR&D
Management by metricsManagement by metrics– ““If you can’t measure it, you If you can’t measure it, you
can’t manage it”can’t manage it”– Focusing on short term metrics Focusing on short term metrics
and devaluing intangiblesand devaluing intangibles
UniformityUniformity– ““Just apply the concepts of lean Just apply the concepts of lean
manufacturing to R&D”manufacturing to R&D”
Manage by outcomesManage by outcomes– ““Reducing cycle time to X will Reducing cycle time to X will
get drugs to market faster”get drugs to market faster”
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
It is Not About Working Faster…It is Not About Working Faster…
It is about sustaining an It is about sustaining an effectiveeffective organizationorganization
Effectiveness is gained through Effectiveness is gained through systems thinkingsystems thinking
Systems thinking : A holistic approach that focuses on the Systems thinking : A holistic approach that focuses on the way a system's constituent parts interrelateway a system's constituent parts interrelate
The human element tends to be overlookedThe human element tends to be overlooked
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
10 Signs of a Dysfunctional R&D 10 Signs of a Dysfunctional R&D OrganizationOrganization
1.1. Organizational imbalanceOrganizational imbalance
2.2. Turf warsTurf wars
3.3. Constant state of crisisConstant state of crisis
4.4. ““Silo mentality”Silo mentality”
5.5. Optimization of micro-processesOptimization of micro-processes
6.6. ““Relative success”Relative success”
7.7. Aversion to riskAversion to risk
8.8. Blindness to realityBlindness to reality
9.9. Lack of ownership and accountabilityLack of ownership and accountability
10.10.Continuous re-organizationContinuous re-organization
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Example – Lead OptimizationExample – Lead Optimization
TargetIdentification
TargetIdentification
TargetValidation
TargetValidation
Lead Generation
Lead Generation
Lead Optimization
Lead Optimization
PreclinicalDevelopmentPreclinical
Development Phase IPhase I Phase IIa and Phase IIb
Phase IIa and Phase IIb Phase IIIPhase III Pre-NDAPre-NDA
Discovery Development
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
MedMedChemChem
““Hub and Spoke” Project OrientationHub and Spoke” Project Orientation
ProjectProjectTeamTeam
DrugDrugMetabolismMetabolism
DMDMGenomicsGenomics
PharmacologyPharmacology PharmacokineticsPharmacokineticsPKPK
DiscoveryDiscoveryToxicologyToxicology……Etc…Etc…
Assay RequestAssay Request
NegotiationNegotiation
CompoundsCompounds
DataData
QuestionsQuestions
ClarificationClarification
Dynamic Complexity competing with Social ComplexityDynamic Complexity competing with Social Complexity
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Department Objectives Routinely Department Objectives Routinely are not Strategically Alignedare not Strategically Aligned
Competing Competing forces:forces:
Depth of analysisDepth of analysisv.v.SpeedSpeedv.v.QualityQualityv. v. RiskRisk
““The med chemists know more about the The med chemists know more about the characteristics of the compound than we do. characteristics of the compound than we do. We unfortunately have no time for detailed We unfortunately have no time for detailed
study analysis”study analysis”
- Director DMPK Large Pharma- Director DMPK Large Pharma
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Intersecting a Socially and Dynamically Intersecting a Socially and Dynamically Complex Organization is ProblematicComplex Organization is Problematic
Source: P SengeSource: P Senge
TameProblems Messes
WickedMesses
WickedProblems
SocialSocialComplexityComplexity
Dynamic ComplexityDynamic Complexity
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Effective R&D Organizations…Effective R&D Organizations…
• Share a common vision, values and a sense of purposeShare a common vision, values and a sense of purpose
• Value “collective intelligence” – collaboration and distributed Value “collective intelligence” – collaboration and distributed intelligenceintelligence
• Possess a patient-based sense of urgencyPossess a patient-based sense of urgency
• Prioritize projects and resources based on the emerging futurePrioritize projects and resources based on the emerging future
• Support self-guided, balanced project teamsSupport self-guided, balanced project teams
• Develop current and future leaders at multiple levelsDevelop current and future leaders at multiple levels
Teams and LeadershipTeams and Leadership
"Problems cannot be solved by the same level of "Problems cannot be solved by the same level of thinking that created them"thinking that created them"
- Albert Einstein- Albert Einstein
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
First, a few Thoughts on TeamsFirst, a few Thoughts on Teams
““A team composed of the brightest is not A team composed of the brightest is not always the best”always the best”
This is counter-intuitive to forming a project This is counter-intuitive to forming a project team of the best scientific mindsteam of the best scientific minds
Belbin’s Apollo Syndrome:Belbin’s Apollo Syndrome:
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Belbin’s Team RolesBelbin’s Team Roles
““The group which has the greatest differentiation The group which has the greatest differentiation of influence among team members is able to of influence among team members is able to achieve the highest morale and best performance”achieve the highest morale and best performance”
““Teams work best when there is a balance of Teams work best when there is a balance of primary roles and when team members know their primary roles and when team members know their roles, work to their strengths and actively manage roles, work to their strengths and actively manage weaknesses”weaknesses”
Key is to establish a shared vision and a common Key is to establish a shared vision and a common sense of purposesense of purpose
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Effective Project TeamsEffective Project Teams
• Share common goals and visionShare common goals and vision
• Trust each otherTrust each other
• Know their role and respect othersKnow their role and respect others
• Communicate openlyCommunicate openly
• Seek out knowledge sourcesSeek out knowledge sources
• Work in concert (teamwork)Work in concert (teamwork)
• Don’t use command and control to obtain resultsDon’t use command and control to obtain results
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Kolb’s Learning CycleKolb’s Learning Cycle
ObserveObserve
ReflectReflect
PlanPlan
ActAct
We follow this for science, but rarely for the organizationWe follow this for science, but rarely for the organization
< “Blind Spots” based on past < “Blind Spots” based on past experiences experiences
< “No time”< “No time”
< Based on past assumptions< Based on past assumptions
< Often act directly from < Often act directly from observation without reflectionobservation without reflection
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Scharmer’s “Theory U”Scharmer’s “Theory U”
PerceptionPerception ActualizingActualizing
“Operate with greater awareness of what is emerging and the possibilities for
participating in creating new realities”- Otto Scharmer
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Scharmer’s “Theory U”Scharmer’s “Theory U”Leading Through Letting GoLeading Through Letting Go
Letting-goLetting-go
CrystallizingCrystallizingA Vision and intentA Vision and intent
EmbodyingEmbodying
Seeing Seeing from Outsidefrom Outside
SuspendingSuspending
PresencingPresencing
SensingSensingFrom the wholeFrom the whole
RedirectingRedirecting
PerceivingPerceiving VisioningVisioning
Letting-comeLetting-come
Level 1Level 1Reacting, DownloadingReacting, Downloading
Level 2Level 2ReflectingReflectingProcess Re-designProcess Re-design
Level 3Level 3Imagining, ReflectionImagining, Reflection
Level 4Level 4PresencingPresencingSources of WillSources of Will
Paying Paying AttentionAttention
EnactingEnacting
PrototypingPrototyping
PerformingPerforming
Achieve results throughAchieve results throughpractices, infrastructurepractices, infrastructure
Source: Source: Leading Profound Innovation and Change by Prescencing Emerging FuturesLeading Profound Innovation and Change by Prescencing Emerging Futures
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Organizations are at Different Organizations are at Different Levels of Systems ThinkingLevels of Systems Thinking
Level 1Level 1Reacting, DownloadingReacting, Downloading
Level 2Level 2ReflectingReflectingProcess Re-designProcess Re-design
Level 3Level 3Imagining, ReflectionImagining, Reflection
Level 4Level 4PresencingPresencingSources of WillSources of Will
ChallengeChallengeReactReact
ResponseResponse
Old StructureOld Structure New StructureNew Structure
Old ProcessesOld Processes New ProcessesNew Processes
Re-StructureRe-Structure
Re-DesignRe-Design
Re-FrameRe-FrameOld ThinkingOld Thinking New ThinkingNew Thinking
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Must Get Beyond the “Inner Must Get Beyond the “Inner Voices”Voices”
Voice of JudgmentVoice of Judgment
Voice of Cynicism Voice of Cynicism
Voice of FearVoice of Fear
Letting-goLetting-go
EmbodyingEmbodyingSuspendingSuspending
PresencingPresencing
RedirectingRedirecting
Letting-comeLetting-come
EnactingEnacting
PerformingPerformingDownloadingDownloading
OpenOpenMindMind
OpenOpenHeartHeart
OpenOpenWillWill
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
Effective LeadersEffective Leaders
• Are at all levels of the organizationAre at all levels of the organization
• Enhance the organizational capacity to address the Enhance the organizational capacity to address the reality they facereality they face
• Help people discovery the power of seeing and working Help people discovery the power of seeing and working togethertogether
• Mobilize energy for a higher purpose and commitmentMobilize energy for a higher purpose and commitment
• Operate from their “inner self” Operate from their “inner self”
• Get beyond the “blind spot” and address complexity Get beyond the “blind spot” and address complexity through systems thinkingthrough systems thinking
• Lead the community to shape its own future through Lead the community to shape its own future through social networkingsocial networking
Sources: Atrium Research, P Senge, O. ScharmerSources: Atrium Research, P Senge, O. Scharmer
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
A Few Words on Making Change LastA Few Words on Making Change Last
Beckhard and Gleicher’s Formula for Change:Beckhard and Gleicher’s Formula for Change:
D D xx V V xx F F > > RR
D D = Dissatisfaction with how things are= Dissatisfaction with how things are
V V = Vision of what is possible= Vision of what is possible
F F = First concrete steps toward the vision= First concrete steps toward the vision
R R = Resistance= Resistance
© Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission
In SummationIn Summation
Teams are most effective when guided by a common vision Teams are most effective when guided by a common vision and are staffed with competence-based roles who stimulate and are staffed with competence-based roles who stimulate communication and innovationcommunication and innovation
Leaders crystallize visions of the future state through Leaders crystallize visions of the future state through systems-thinking, communication, reflection, and “letting go”systems-thinking, communication, reflection, and “letting go”
Keep in mind GE’s formula for making change last:Keep in mind GE’s formula for making change last:
E E == Q Q xx A AE E = Effectiveness of the change= Effectiveness of the change
Q Q = Quality of the initiative= Quality of the initiative
A A = User acceptance of the change= User acceptance of the change
“You must be the change you seek in the world”
- Gandhi- Gandhi
Thank You!Thank You!
Michael ElliottMichael ElliottAtrium ResearchAtrium [email protected]@atriumresearch.com+1 203 938 6924+1 203 938 6924