Robin W. Spencer, Pfizer, Front End of Innovation, Vienna, January 20081 The Third Question Front...

Robin W. Spencer, Pfizer, Front End of Innovation, Vienna, January 2008

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The Third QuestionThe Third Question

Front End of Innovation28-31 January 2008Vienna

Dr Robin W. SpencerSenior Research FellowPfizer, Inc.

Front End of Innovation28-31 January 2008Vienna

Dr Robin W. SpencerSenior Research FellowPfizer, Inc.


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Take Home Message

In a fast-paced, complex, uncertain world, you must be able to pull resources to problems with speed and efficiency.

Idea management systems are well suited to this need.

But novel things must also be pushed on a resistant organization; it will not change on its own.

Therefore we push in many small different ways, achieving short-term real results, which can also drive a long-term culture change from push to pull.


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Many Thanks

Steve Street

Mark Turrell, Geoff Carss, & Cameron Snider

2008 Davos Technology

Pioneer award winner


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Why

The First Question

Why do we need to drive innovation ?

Very large forces are accelerating change :

• 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


What do we need to do ?

We know this !

• manage the detailsSaving time, money, and squeezing out waste is good – but not enough.

• listen to the “edges”Real change does not come by optimizing the status quo. The edges – inside and outside 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

resources

Push and Pull are different strategies for directing resources to achieve a goal or fix a problem.


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PROBLEM

Push vs. Pull

Push is traditional: analysis, decisions, and planning are done before pushing resources at targeted goals or problems…


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Push vs. Pull

PROBLEM

… but if the world is too uncertain, complex, or fast-changing, then push is ineffective.


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PROBLEM

Push vs. Pull

Pull is more dynamic: you “ride” the problem and pull resources as needed...


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Push vs. Pull

PROBLEM

…which takes agility: rapid access to information, quick decision-making, and adaptive supply systems.


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How

The Third Question


What do we need to do ?

How do 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 won’t come !

If what you offer is perceived as…

This is just as true for innovation inside your organization, as it is for retail marketing.


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A

The Third Man* on Innovation

* 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 they produced Michelangelo, Leonardo da Vinci, and the Renaissance.

In Switzerland they had brotherly love - they had 500 years of democracy and peace, and what did 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 it’s already true.

3.Repeat.


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How to innovate: One Step at a Time

Pushing a big “innovation project” can get bogged down in paralysis-by-analysis…

...so instead we’ve been driving hundreds of mid-size initiatives, rapidly implemented.

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Case Studies fromPfizer Global Research &

Development


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Summary

Since the ‘Idea Farm’ began in PGRD in early 2006, we’ve run over a hundred campaigns of all scales and types.

Of course they aren’t all gems – but quite a few are ! These case studies highlight the diversity and value achieved in the past two years.


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The Structure of a Campaign: Diverge, then Converge

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identify the problem &

owner

details of challenge &

audiencelaunch

capture ideas

build out ideas

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 challengesThese are technical challenges sent to thousands of people. Truly useful responses 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 secondary indications. 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 be adapted for animals.


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social problem solvingThese are ‘social’ challenges sent to thousands of people. No single idea has great impact, but collectively they support engagement and empowerment, and shape leadership thinking.

Pfizer Communities

Hundreds of colleagues in Connecticut and Rhode Island offered personal recommendations and connections to Michigan colleagues, helping them to decide on relocation offers. Credited as a factor in our 70% acceptance rate.

Shape your Future Workspace

Beginning in Sandwich and then extended to all PGRD, colleagues contributed 345 ideas about space, light, sound, communications to help keep the workspace vibrant as occupancy nears capacity.


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meeting and decision supportOffsite meetings of 100+ leaders are complex and expensive. Secure events can capture ideas and drive decisions during such meetings. They are 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 for real-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 and presented in real time.


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outside suppliers and partnersOur outside-the-firewall system can be used to share information, collect ideas, route documents, etc., with partners, vendors, academics outside of Pfizer. 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 the steering committee, with contract-compliant reply to Scripps.

Consulting Collaboration Conference

As prelude to an all-day meeting in New York, partner firms were asked for anonymous, candid feedback on how we could get more value from their services.


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Continuous Improvement Idea Farm events can support CI in many ways: by open brainstorming for ideas, by front-loading Agile Workshops, by providing review-and-conclusion tracking for portfolios of dozens of small improvements, by paving 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 that could 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 you need? What do you have?” conversations. A custom campaign is very useful 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 enter our product pipeline.

Research Centers of Emphasis Roadshows

The Research CoE’s are small, diverse, specialized units offering technical and outsourcing support to all Worldwide Research. In 2 hour sessions, 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 : challengesLarge challenges are very useful for identifying and prioritizing tasks or resources 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 to keep 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 develop needs without regard to line divisions.


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project managementThe Idea Farm’s ability to do situational email alerting and tracking makes it useful in long-duration project management situations.

Ask the Research CoE’s

In addition to being the “home page” for the Research CoE’s (with all the usual links and background information), this site solicits and auto-routes requests for information and services.

One Hundred SOP’s

With 100 documents to review and track in a complex matrix of people, this campaign uses all of the review-and-conclusion tools to manage comments, 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 and provided real value to the business.

• Only in hindsight can we say which campaigns have had the greatest value. Thus the key to success is to be fast, be inexpensive, give the best advice, and don’t be too judgemental.

• The most successful initiatives always used multiple approaches – electronic media, face-to-face meetings, workshops, etc. – in a coordinated way.


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references• John Seely Brown & John Hagel III, Push Pull -- The Next

Frontier of Innovation, McKinsey Quarterly 2005 no 3, 82-91.

• John Hagel & John Seely Brown, From Push to Pull - Emerging Models for 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. SpencerSenior Research FellowPfizer Global Research & DevelopmentEastern Point Road, Groton, CT 06340tel [email protected]


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Questions ?


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new concepts

not yet incorporated into the flow of the talk, but may fit

somewhere !


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level of relationship

Outside Innovation

mergers &

acquisitions

allianceshiringcapital

equipment

supplies

days

€,$,£ 103

106

109

102

103

101

101

CEOVPTeam Leader

anyone Dept Head

what

how much

how often

by whom

We have always gone outside our

organizations for new things…


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Outside Innovation

mergers &

acquisitions


equipment

supplieswhat

days

€,$,£ 103

106

109

102

103

101

101

CEOVPTeam Leader

anyone Dept Head

how much

how often

by whom

What’s NewWhat’s Newmini-

alliancesmini-

alliancesproblem-solvers

problem-solvers


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Outside Innovation

mergers &

acquisitions


equipment

supplies

mini-alliances

mini-alliances

problem-solvers

problem-solvers

CEOVPTeam Leader

anyone Dept Head


Working faster and cheaper means empowering people lower in our organizations, and making decisions based more on written details, and less on personal relationships and trust.


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abstract

16:00 Idea Management as an Enabler of the “Pull” Business Model

When the business environment is known, predictable, controllable, it is appropriate to “push” resources at problems. However, when the environment uncertain, complex, and not fully controllable, it is better to “pull” resources to problems in a just-in-time fashion.

The difficulties lie in the details of such a rapid, flexible, unstructured approach, and there is little practical advice in the literature of just how to implement “pull”. Fortunately the processes and tools of Idea Management are ideally suited to this type of problem solving. In the past two years, Pfizer Global Research & Development has run over 100 structured and documented problem-solving challenges, both inside and outside the firewall. Via multiple examples, we will illustrate a number of best worst!) practices, and offer projections for extensions these processes into an even-more fluid future.

Dr. Robin W. Spencer, Senior Research Fellow, Idea Management and Innovation, Pfizer Global Research & Development

16:00 Idea Management as an Enabler of the “Pull” Business Model

When the business environment is known, predictable, controllable, it is appropriate to “push” resources at problems. However, when the environment uncertain, complex, and not fully controllable, it is better to “pull” resources to problems in a just-in-time fashion.

The difficulties lie in the details of such a rapid, flexible, unstructured approach, and there is little practical advice in the literature of just how to implement “pull”. Fortunately the processes and tools of Idea Management are ideally suited to this type of problem solving. In the past two years, Pfizer Global Research & Development has run over 100 structured and documented problem-solving challenges, both inside and outside the firewall. Via multiple examples, we will illustrate a number of best worst!) practices, and offer projections for extensions these processes into an even-more fluid future.

Dr. Robin W. Spencer, Senior Research Fellow, Idea Management and Innovation, Pfizer Global Research & Development

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Robin W. Spencer, Pfizer, Front End of Innovation, Vienna, January 20081 The Third Question Front...

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