pfizer case study imaginatik front end vienna 2008 v7
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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.
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Robin W. Spencer, Pfizer, Front End of Innovation, Vienna, January 2008 2
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.
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Many Thanks
Steve Street
Mark Turrell, Geoff Carss,& Cameron Snider
2008 DavosTechnology Pioneer
award winner
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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 !
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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.
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What to do: Push vs. Pull
Push and Pull are different strategiesfor directing resources to achieve agoal or fix a problem.
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Push vs. Pull
Push is traditional: analysis, decisions,and planning are done beforepushingresources at targeted goals or problems
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Push vs. Pull
but if the world is too uncertain,complex, or fast-changing, then push isineffective.
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Push vs. Pull
Pull is more dynamic: you ride theproblem andpull resources as needed...
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Push vs. Pull
which takes agility: rapid access toinformation, quick decision-making,and adaptive supply systems.
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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
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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.
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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.
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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.
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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.
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16
Case Studies fromPfizer Global Research &Development
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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.
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The Structure of a Campaign:Diverge, then Converge
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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.
??
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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
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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
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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
robin.w.spencer@pfizer.com
Q i ?
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Questions ?
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new concepts
not yet incorporated into the flow of thetalk, but may fit somewhere !
O t id I ti
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level of relationship
Outside Innovation
mergers &acquisitionsallianceshiringcapitalequipmentsupplies
days
,$,103 106 109
102 103
101
101
CEOVPTeamLeader
anyone DeptHead
what
how much
how often
by whom
We have always gone outside our
organizations for new things
O t id I ti
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level of relationship
Outside Innovation
mergers &acquisitionsallianceshiringcapitalequipmentsupplieswhat
days
,$,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
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Outside Innovation
mergers &acquisitionsallianceshiringcapitalequipmentsupplies
mini-
alliances
problem-
solvers
CEOVPTeamLeader
anyone DeptHead
level of relationship
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
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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
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