Download - Optimizing Research (Keynote from SmartLab 2008 - PPT)

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 change research reports; strategy, analysis, and change acceleration servicesacceleration services

Multiple publications on research informaticsMultiple publications on research informatics


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

ChampionChampionFootball*Football*

CoachCoach

*American Football that is*American Football that is


““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


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 tools Informatics technologies are just 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:


Management Consulting Myths for R&DManagement Consulting Myths for R&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”


It is Not About Working Faster…It is Not About Working Faster…

It is about sustaining an It is about sustaining an effectiveeffective organization organization

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


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


OrganizationsOrganizations

Are man-made institutions but people feel trapped Are man-made institutions but people feel trapped by themby them

They evolve through the behaviors of their leadersThey evolve through the behaviors of their leaders

Organizational changes are most often reactions, Organizational changes are most often reactions, based on market forces and old habitsbased on market forces and old habits


Example – Lead OptimizationExample – Lead Optimization

TargetIdentification

TargetValidation

Lead Generation

Lead Optimization

PreclinicalDevelopment

Phase IPhase IIa and

Phase IIbPhase III Pre-NDA

Discovery Development


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


Department Objectives Routinely Department Objectives Routinely are not Strategically Alignedare not Strategically Aligned

Competing forces:Competing 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 study We unfortunately have no time for detailed study analysis”analysis”

- Director DMPK Large Pharma- Director DMPK Large Pharma


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


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 Value “collective intelligence” – collaboration and distributed intelligencedistributed intelligence

• Possess a patient-based sense of urgencyPossess a patient-based sense of urgency

• Prioritize projects and resources based on the emerging Prioritize projects and resources based on the emerging futurefuture

• 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 thinking that created them"

- Albert Einstein


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 team This is counter-intuitive to forming a project team of the best scientific mindsof the best scientific minds

Belbin’s Apollo Syndrome:Belbin’s Apollo Syndrome:


Belbin’s Team RolesBelbin’s Team Roles

““The group which has the greatest differentiation of The group which has the greatest differentiation of influence among team members is able to achieve influence among team members is able to achieve the highest morale and best performance”the highest morale and best performance”

““Teams work best when there is a balance of primary Teams work best when there is a balance of primary roles and when team members know their roles, work roles and when team members know their roles, work to their strengths and actively manage weaknesses”to their strengths and actively manage 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


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


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


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


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


Organizations are at Different Levels Organizations are at Different Levels of Systems Thinkingof 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


Must Get Beyond the “Inner Voices”Must Get Beyond the “Inner 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


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


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


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 systems-Leaders crystallize visions of the future state through systems-thinking, communication, reflection, and “letting go”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

Thank You!Thank You!

Michael ElliottMichael ElliottAtrium ResearchAtrium [email protected]@atriumresearch.com+1 203 938 6924+1 203 938 6924

Download - Optimizing Research (Keynote from SmartLab 2008 - PPT)

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