XXXXPresident, Consumer Healthcare

North America

Red Cape: Can stop “bad” things.

Greatest Impact on Wicked Problems?

Green Cape: Can grow “good” things.

To make the most difference in your business, which would you choose?

AI: An Alternative to the Red Cape

Appreciate the best of “what is”

Imagine “what might be”

Grow visions and energy for ideal future

Co-create and innovate into that vision

Assumption: organisations are places of infinite potential

Identify problem

Conduct root cause analysis

Brainstorm and analyze solution

Plan action and “solution” to fix problem

Assumption: organisations are problems to be solved

APPRECIATIVE INQUIRYPROBLEM SOLVING

BEAT Summit Objectives

• Discover the core strengths and values of Consumer Healthcare’s culture when we are at our best

• Create challenging and inspiring dreams of what CHUS could become

• Take decisions about what to strengthen or change

• Take action together to make this happen

Four distinct phases over 4 days

4 Phases Over 4 Days….

Monday pm

Tuesday am

Discovery – exploring all our stories of success, the core strengths and values of Consumer

Healthcare’s culture when we are at our best—that is, the “positive core” we

want to keep and build on as we look to create an even higher-performance

organization for the future. Our “data set” for the entire summit.

4 Phases Over 4 Days….

Tuesday pm

Wednesday am

Dream- collectively envision the ideal culture we want to

create—the one characterized by Pride, Performance, and

Possibilities.

4 Phases Over 4 Days….

Wednesday am

Thursday am

Design- the day-to-day relationships, processes,

systems, services, and operations we need to ensure the new culture

thrives

4 Phases Over 4 Days….

Thursday pm

Destiny- deploy a set of actions, key initiatives,

implementation processes, and simple commitments to

actively move us in the direction of our shared

aspirations.

Style of This Summit

• Noisy, busy, and action packed • Reflective, slow, and more thoughtful • 800, 160, 80, 8, 2• Golden opportunity – All voices• Building momentum – from ideas to action

Your Guidebook for the 4 Days

• Contains detailed instructions and guidance for everything we are going to do together

• Limits the amount of complicated briefing our facilitators do – allowing more time for the really important stuff – listening to each others’ stories and ideas.

• Allows us to work anywhere in the main room and in breakouts and still keep a check on what is expected

• A Recipe – often best to read through once before jumping in

• Your record – scribble, note, collect, make it your own

Additional Support

Facilitation Team• Jim Ludema, Benedictine University (Chicago)• xxx, GSK IT Talent Management and OD (Philadelphia) • Bernard Mohr, Innovation Partners International (Portland, Maine)• xxx, CHNA Sales Training and Development (Pittsburgh)• Caryn Vanstone, Ashridge Consulting (UK)• xxx, CHNA HR and OD (Pittsburgh) • xxx, GSK Executive and Leadership Development (UK)• xxx, GSK Talent Management (Philadelphia) • xxx, GSK Organization Development (UK) • xxx, GSK Executive and Leadership Development (UK)• Neil Samuels, Profound Conversations, LLC (Chicago)• Dianne Mairone, GSK CH Leadership and OD (Philadelphia)

Graphic Artists• Mariah Howard, (San Francisco, Ca)• Michelle Boos-Stone, Gecko Graphics (Long Beach, Ca)

One Ground Rule

Everyone in this room is a fully functioning adult

making informed choices about how to participate.

Let’s Get Started!

Learning from Stories of ExcellenceOpening Conversation in Pairs

• 1 to 1 conversations– A “interviews” B – 50 minutes– B “interviews” A – 50 minutes

• Real events, real stories• Trust what comes to mind• Storytelling rather than analysis• Take good notes, especially quotes• Be rigorous and have fun

Be ready to start at 4:30

A talks…

B listens.A talks…

B listens.

Swap:

B talks…

A listens.

Swap:

B talks…

A listens.

Sorry!

Time’s

Up!…

Sorry!

Time’s

Up!…

Learning from Stories of Excellence

60

30

45 15

4035

10

2520

0550

55

How were those conversations?

Please Move Next Door

Welcome Back

Reconnection

Spend 5 minutes talking to the person next to you about what happened yesterday and your

hopes for today.

Working in Groups

• Be as structured or as fluid as you feel comfortable

• And– make sure everyone can contribute at their best and you are always on time

• Sometimes allocating roles with the group helps when doing complex tasks

– Discussion Facilitator– Recorder– Timekeeper– Reporter

See Page 8 for details

Discovering the Resources in Our Community

• Working in your table group

• Assign roles if you wish to

• Working from your interview notes from yesterday

• Share highlights of what you learned about your partner and what would make this event very special, including your own contribution to that success

• We will hear from some of the tables

• Watch your time – timekeeper…. Deadline for completion:

9:10

Sorry!

Time’s

Up!…

Sorry!

Time’s

Up!…

Discovering the Resources in Our Community

60

30

45 15

4035

10

2520

0550

55

Hearing from the Groups

• What do we have in the room?

• The best that could happen during these three days?

• You at your best here?

Identifying Our Positive Core of Strengths- Our Heartbeat

• Read all the instructions first, assign group roles if you wish

• Hear from everyone, share the stories and do justice to their richness

• Brainstorm all of the “root causes of success” you found in the stories

• Choose 5-7 you feel are most important

• Choose one story you think best illustrates some aspect of a culture of Pride, Performance and Possibilities

• Capture the “essence”

• Take a break

• Manage your time – timekeeper….

Deadline for completion:

11:15

Identifying Our Positive Core of Strengths- Our Heartbeat

Sorry!

Time’s

Up!…

Sorry!

Time’s

Up!…

60

30

45 15

4035

10

2520

0550

55

Complete

Activity By:Complete

Activity By:

Hearing from the Groups

• What did you discover?

Please Make Your Way to Lunch

Welcome Back

What Are We Discovering?

Now We Start to Dream!

The Power of Dreams

• Images of the future matter• Rare chance to imagine the future together• Most powerful dreams are rooted in the best of

our past – grounded in reality• Grow our dreams from this morning’s

discoveries

We Create What We Imagine

Power Lies In Our Image Of The Future

POWERFUL PLACEBO

Placebo

Cough Syrup

Antibiotics

CoughSyrup

Positive ImagePositive Image Positive ActionPositive Action

30-60% of the efficacy of drug treatment derives from the patient’s belief that it will work

THE PYGMALION EFFECT

The image that the teacher hold’s of a student is a more powerful predictor of a child’s performance than IQ scores,

home environment, or past performance.

Positive ImagePositive Image Positive ActionPositive Action

Positive ImagePositive Image Positive ActionPositive Action

AFFIRMATIVE CAPABILITY

Be ‘helpful’ and tell him to: “Watch out for the woods!”

How To Mess With Your Friend’s Golf Game.

Losada’s Research on Business Teams

HIGH PERFORMING• + 6:1 ratio of positive–

(strength-based and opportunity) focused dialogue to negative (deficiency focus) dialogue.

• +2:1 ratio of inquiry (learning focused questions) versus advocacy (closed positions) type conversation.

LOW PERFOMING• 1:3 ratio: one positive

statement in the team for every three deficiency focused statements.

• 1:20 ratio: one inquiry (open-learning type questions) for every twenty remarks based on advocacy.

Fredrickson, B. L., & Losada, M. (2005). Positive affect and the complex dynamics of human flourishing. American Psychologist, 60 (7), 678-686.

Note: Performance as measured by profitability, customer satisfaction, and evaluations by superiors, peers, and subordinates.

intellectual resources• develop problem-

solving skills• learn new information

social resources• solidify bonds• make new bonds

physical resources• develop coordination• develop strength and

cardiovascular health

psychological resources• develop resilience and

optimism• develop sense of identity

and goal orientation

Barbara L. Fredrickson; The American Scientist, 2003 July–August; p. 333

global-local visualprocessing

Mednick’s Remote Associates Test

MowerAtomicForeign

?

The Value of Positive Emotions

Our Dreams of the Ideal Empowered Culture of Pride, Performance, and Possibilities

• In Breakout rooms• Read the whole exercise

through once, check with your group colleagues that you understand all of the steps

• Ask if you are unsure about anything• Be BOLD, ambitious, specific and detailed in

your “dream” Consumer Healthcare• Watch your time – be respectful to each other by

being on time Be back here by 4:15

Breakout Rooms

What Caught My Eye During the Dreams?

• As you watch each performance, make notes for yourself about what really caught your eye.

• What came to life and made you most excited about the future of Consumer Healthcare?

• What was really new and innovative?• What would you choose to put energy into

bringing to life?

Dinner at 6:30

Welcome Back

Reconnection

How’s it going for you?

Highlight from yesterday?

What am I learning?

How am I going to contribute today?

Turn to the person next to you

and briefly talk about:

More Dreams, More Possibilities

Remember…

• As you watch each performance, make notes for yourself about what really caught your eye.

• What came to life and made you most excited about the future of Consumer Healthcare?

• What was really new and innovative?• What would you choose to put energy into

bringing to life?

Moving From:

To:

“First we create our structures, and then our structures create us.” – Winston Churchill

Design Gives Form to Our Values

The Purpose of Design

• Create the “organizational architecture” to translate dreams into reality

• E.g., systems, structures, strategies, services, products, processes, procedures, policies, relationships, linkages, networks, technology, practices etc.

• Like building a house….• Our opportunity to create an empowered culture

of pride, performance, and possibility

Design Overview

1. Select high-impact organization design opportunities

2. Form “Hot Teams” for designing

3. Brainstorming and Rapid Prototyping

4. Refine, align, and integrate initiatives

Selecting High-Impact Design Opportunities

• In Breakout rooms• Read the whole exercise through

once, check with your group colleagues that you understand all of the steps

• Brainstorm a list of strategic design opportunities you think have the greatest potential to help create the ideal culture we want in Consumer Healthcare

• Choose the 3-5 opportunities that you’re most passionate about

• As a room, cluster and rank the opportunities• Watch your time – be respectful to each other by being

on timeBe back here by 11:30

Breakout Rooms

Our Design Priorities

Enjoy the rest of your day.See you tomorrow at 8:00 am, sit anywhere

Welcome Back

Reconnection

How’s it going for you?

Highlight from yesterday?

What am I learning?

How am I going to contribute today?

Turn to the person next to you and briefly talk about:

Design Continued—Rapid Prototyping

Rapid Prototyping and Refining Design Opportunities

• Select the opportunity you want to focus on and go to the appropriate breakout room

• Read the whole exercise through once, check with your group colleagues that you understand all of the steps

• Brainstorm as many ideas as possible related to your group’s design opportunity

• Build your prototype• Have lunch at 12:30-1:30 and return to the main room• Watch your time – be respectful to each other by being

on timeBe back here by 2:30

“HOT TEAMS”

STRATEGY, STRUCTURE, GOALS, ROLES & OBJECTIVES

– Org. Structure

– Clarity of Goals

– Streamlining Procedures

– Resourcing

– Vision Quest

COLLABORATION AND COMMUNICATION– Breaking down silos

– Communicating strategy

– Cross-functionality

FUN & GREAT PLACE to WORK– Play, passion, care, compassion,

socializing, family, enjoyment

EXTERNAL FOCUS– Customer orientation

– “Green”

– GSK in society and planet

PEOPLE PROCESSES– Recognition

– Training and development

– Recruitment

– Education expertise

RISK, ACCOUNTABILITY, AUTHORITY, DELEGATION AND TRUST

– “Give me the checkbook”

– Take more risks

– Trust and respect

– Challenge compliance culture

TECHNOLOGY, SYSTEMS, PHYSICAL WORKING SPACES

– Knowledge management

SUSTAINABILITY OF “THE BEAT” AFTER LAS VEGAS

– Core team activity

– Communications

– Maintaining momentum

Making Them Happen

“Vision is not enough, it must be combined with

venture. It is not enough to stare up

the steps, we must step up the

stairs.”

-- Vaclev Havel

Leadership Team Fishbowl

Our Simple Commitments

• Spend 2 minutes thinking about what you could do, requiring no resources other than what you control, that would have a significant impact on making the vision of an empowered culture of Pride, Performance and Possibilities come to life.

• On a large post-it note, legibly write down one concrete action you will take—your commitment.

• SIGN YOUR NAME.• Write it in your guidebook as well.• Share it with the 3-4 people closest to you.• Hand it to the “orange” shirt as you leave.

XXXXVice President, Sales and Operations

Reflections and Personal Learning

• What are you taking away from this event?

– How am I going to spread what I have learned here?

– In what ways will I make the Dreams come to life in my own area?

– What positive story of this experience will I tell?