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Changing how we change
Jacqui Alexander & Margaret Huggins
APM
13th January 2015
Objectives of this session
• Share our story of how a small team at GSK are integrating
the principles and practices of Organisation Development
(OD), Project Management and Lean Six Sigma to improve
business performance – called Accelerating Delivery &
Performance (ADP)
• Provoke your thinking in how ‘combining forces’ with other
specialists can achieve greater organisational impact
• Reflect on insights that could apply to you
Session Plan IPO (Input - Process - Outcome)
Input Process Timing Outcomes
•Slide pack
Welcome & Set-up 5 mins
1. Share the story of how a small
team at GSK are integrating the
principles and practises of OD,
Project Management and Lean
Six Sigma to improve business
performance .
2. Provoke your thinking about how
‘combining forces’ with other
business improvement
specialists can achieve greater
organisational impact.
3. Reflect on insights that could
apply to you
ADP story in GSK
(includes 5min question ‘pause’)
35 mins
Personal Reflection:
• What did you hear?
• What’s your key takeaway?
• What questions do you have?
3 mins
Q&A 10 mins
Why ADP? A Perfect Storm of Opportunity…
LEAN OD PM
The hypothesis: 2009 and birth of the GSK Change Framework
PM
ADPOD
Lean
PM
What do you currently
apply in your practice?
1. PM only
2. PM & Lean
3. PM & OD
4. PM & Lean & OD
The hypothesis: 2009 and birth of the GSK Change Framework
PM
ADPOD
Lean
PM
The story so far...
Early Experiments
2009
Building
Momentum & scale
up
2010-11
Embed, extend &
adapt
2012 to date
What?
Learnings
Fundamentals for Delivery
‘Beacon’ projects
Forum, Fieldwork,
Feedback approach
Cross Skilling ADP team
Build a Practitioner
Community
Leaders as role models
Business invest at ‘PoC’
Avoid sheep dip training
All ‘pull’, no ‘push
Choosing the ‘right’ work
Learn how to say No
Embed in daily work
Extend to Emerging
Markets
Improve standard
approaches
Leverage Practitioner
community
Move a small number
of staff to seed new
teams
Tailor to cultural fit
Become a hub for
talent development
Start small and prove
Active sponsorship
Work in trios
Exit Push projects that
don’t work
Learn before
GSK Change
Framework & Tools
Mobilise ADP team &
apply to 10 projects
1. Change starts with ‘self’ first
2. Clear, active and visible sponsorship by key stakeholders
3. Simple timebound measures tied to financial / business
results
4. People impacted own and design the change
5. Focus on the vital few things you can change now
6. Design fit for purpose solutions that address customer
needs not wants
Principles of ChangePrinciples of Accelerating Change (PACE)
June 2010: Birth of the Fundamentals for Delivery
Origins of the GSK Fundamentals of Delivery
Lean
Voice of customer
Go and See
Problem Solving
Visual
Performance
Management
Continuous
Improvement
PM
Benefits &
Scoping
Implementation
Planning
Stakeholder
engagement
OD
Team Ways of
Working
Approach to
Change
Personal
AccountabilityCoaching
• Right Brain preference
• Appreciative Inquiry
• Coaching for capability
• People orientation
• Consultative
• Input oriented
• Left Brain preference
• Process orientation
• Problem solving – fix it
• Training for capability
• Goal/results driven
• Discipline and rigour
2009 2010 20122011
US
Pharma
President
Sponsors
Project 0.95
1.00
1.05
1.10
1.15
1.20
1.25
1.30 RB5b market share relative to region
Launch
Team shifts performance
of Seratide relative to market
and rest of region
Team leader
changes
Success
measures
change
All team
members
changed
35 Business
Improvement
roles created in
US PharmaContinuous
improvement
starts to
“Snowball”
in US Pharma
Case Study: The New Jersey Story of sustainable change
2013
Team wins “Team
Champions” award
H1 2011 H2 2011
Over 4,000 PMS
assessments conducted
2012-13
677 Mature
Visual
Performance
Mgt Systems
2012-13
322 leaders
conducted
GEMBA walks
in 2013
Personal Reflection:
• What did you hear?
• What’s your key takeaway?
• What questions do you have?
Thank you!CONTACT:
Margaret Huggins:
Jacqui Alexander:
