Transform-Action! New Ways of Working Deliver Results (part 1 of 2)

In the healthcare business, we love evidence. Show us proof that a new test or treatment is safe and effective, and we’re delighted. So it should come as no surprise that, as Roche Diagnostics moves toward new and agile ways of working, some of us may only feel “cautious optimism.” 

“Before I can truly advocate,” we might say, “I need to see results.” 

As a guy who has focused on numbers for the vast majority of his career, I completely understand! But, I also know amazing results when I see them. And I couldn’t be more energized -- and gratified -- by the “transform-actions” taking place before my very eyes. With equal measures of trust, empowerment, and innovation, our Medical and Scientific Affairs (MSA) team recently set its strategic course, laser-focused on patients’ and clinicians’ needs and ensuring the generation of evidence that will establish and build Roche value. 

It all started by linking each US Leadership Team member with a single point of contact within the Transformation Management Office (TMO) - and shortly thereafter, an urgent request from MSA’s leadership team to the TMO for strategic guidance. STAT! Within three short weeks, TMO co-leads Irene Hansen, and Brianna Peak navigated the ad hoc planning team through several sprint workshops, building strategic assets including north star objectives, a plan and outcomes, organizational structure, headcount, and roles. 

How can one team deliver such a tall order so quickly? Skilled facilitation and tried-and-true frameworks help enormously. But it seems faith and dogged determination play a role, too. Without years of trust built up, the transition from forming to performing was heavily compressed, noted Lisa Kunz, MD, FACOG. The team “had to hash through some real challenges,” she said. The opportunity to leverage Roche’s #1 competitive asset -- its people -- served as a real motivator, as well. Chris McGowin, Ph.D., said the process provided the “opportunity to zoom out from my role, think critically about others, our teams, [and] our feelings; and then creatively apply new outside-of-the-box perspectives as we transform MSA.”

And what’s a sprint without a few invaluable lessons? In this case, there were plenty! Samira A. Saad, PharmD, MS, BCPS, realized it’s ok to disagree. “What’s important,” Samira explained, “is how to communicate our differences and incorporate them into making the overall organization better.” Lisa added, “We don't have to have all the answers. It is better to be vulnerable about your gaps than feigning confidence.” And Chris discovered “that being thoughtful and persistent, and most importantly leading by example, [are] critical for transformation success.”

Stay tuned for more in part 2 next month.