optimizing research (keynote from smartlab 2008 - ppt)

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  • Optimizing ResearchMichael H ElliottCEOAtrium Researchmelliott@atriumresearch.com+1 203 938 6924

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    About Atrium ResearchAtrium Research is an independent, vendor-agnostic informatics market research and management consulting organization

    We develop packaged and customized research reports; strategy, analysis, and change acceleration services

    Multiple publications on research informatics

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Teams and LeadershipInsanity is doing the same thing over and over again and expecting a different result

    - Bill WalshChampionFootball*Coach

    *American Football that is

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    The Chart$63 billion worth of drugs will lose their patentsbetween 2007 and 2012

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Call Me a Heretic! Informatics MythsGive you more time for scienceGet your drug to market fasterBreak down barriers between departmentsMake you compliantManage your knowledgeGive you all the answers through integration Informatics technologies are just tools

    Important tools, but just tools

    It is the contextual use that mattersTechnology, in isolation, will not:

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Management Consulting Myths for R&DManagement by metricsIf you cant measure it, you cant manage itFocusing on short term metrics and devaluing intangibles

    UniformityJust apply the concepts of lean manufacturing to R&D

    Manage by outcomesReducing cycle time to X will get drugs to market faster

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    It is Not About Working FasterIt is about sustaining an effective organization

    Effectiveness is gained through systems thinking

    Systems thinking : A holistic approach that focuses on the way a system's constituent parts interrelateThe human element tends to be overlooked

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    10 Signs of a Dysfunctional R&D OrganizationOrganizational imbalanceTurf warsConstant state of crisisSilo mentalityOptimization of micro-processesRelative successAversion to riskBlindness to realityLack of ownership and accountabilityContinuous re-organization

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    OrganizationsAre man-made institutions but people feel trapped by them

    They evolve through the behaviors of their leaders

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

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Example Lead OptimizationTargetIdentificationTargetValidationLead GenerationLead OptimizationPreclinicalDevelopmentPhase IPhase IIa and Phase IIbPhase IIIPre-NDADiscoveryDevelopment

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Hub and Spoke Project OrientationMedChemProjectTeamDrug MetabolismDMGenomicsPharmacologyPharmacokineticsPKDiscoveryToxicologyEtcDynamic Complexity competing with Social Complexity

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Department Objectives Routinely are not Strategically AlignedCompeting forces:

    Depth of analysisv.Speedv.Qualityv. RiskThe med chemists know more about the characteristics of the compound than we do. We unfortunately have no time for detailed study analysis- Director DMPK Large Pharma

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Intersecting a Socially and Dynamically Complex Organization is ProblematicSource: P SengeTameProblemsMessesWickedMessesWickedProblemsSocialComplexityDynamic Complexity

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Effective R&D OrganizationsShare a common vision, values and a sense of purposeValue collective intelligence collaboration and distributed intelligencePossess a patient-based sense of urgencyPrioritize projects and resources based on the emerging futureSupport self-guided, balanced project teamsDevelop current and future leaders at multiple levels

  • Teams and Leadership"Problems cannot be solved by the same level of thinking that created them" - Albert Einstein

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    First, a few Thoughts on TeamsA team composed of the brightest is not always the bestThis is counter-intuitive to forming a project team of the best scientific mindsBelbins Apollo Syndrome:

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Belbins Team RolesThe group which has the greatest differentiation of influence among team members is able to achieve the highest morale and best performance

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

    Key is to establish a shared vision and a common sense of purpose

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Effective Project TeamsShare common goals and visionTrust each otherKnow their role and respect othersCommunicate openlySeek out knowledge sourcesWork in concert (teamwork)Dont use command and control to obtain results

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Kolbs Learning CycleObserveReflectPlanActWe follow this for science, but rarely for the organization< Blind Spots based on past experiences< No time< Based on past assumptions< Often act directly from observation without reflection

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Scharmers Theory UPerceptionActualizingOperate 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

    Scharmers Theory ULeading Through Letting GoLetting-goCrystallizingA Vision and intentEmbodyingPresencingPerceivingVisioningLetting-comePaying AttentionEnactingPrototypingPerformingAchieve results throughpractices, infrastructureSource: Leading Profound Innovation and Change by Prescencing Emerging Futures

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Organizations are at Different Levels of Systems ThinkingChallengeReactResponseOld StructureNew StructureOld ProcessesNew ProcessesRe-StructureRe-DesignRe-FrameOld ThinkingNew Thinking

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Must Get Beyond the Inner VoicesVoice of JudgmentVoice of Cynicism Voice of FearLetting-goEmbodyingSuspendingPresencingRedirectingLetting-comeEnactingPerformingDownloadingOpenMindOpenHeartOpenWill

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    Effective LeadersAre at all levels of the organizationEnhance the organizational capacity to address the reality they faceHelp people discovery the power of seeing and working togetherMobilize energy for a higher purpose and commitmentOperate from their inner self Get beyond the blind spot and address complexity through systems thinkingLead the community to shape its own future through social networkingSources: Atrium Research, P Senge, O. Scharmer

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    A Few Words on Making Change LastBeckhard and Gleichers Formula for Change:

    D x V x F > R

    D = Dissatisfaction with how things areV = Vision of what is possibleF = First concrete steps toward the vision

    R = Resistance

    Copyright 2008 Atrium Research & Consulting Not to be reproduced without permission

    In SummationTeams are most effective when guided by a common vision and are staffed with competence-based roles who stimulate communication and innovation

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

    Keep in mind GEs formula for making change last:E = Q x A

    E = Effectiveness of the changeQ = Quality of the initiativeA = User acceptance of the change

    You must be the change you seek in the world - Gandhi

  • Thank You!Michael ElliottAtrium Researchmelliott@atriumresearch.com+1 203 938 6924