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Waypoints 3-Year Plan
The CRLT repeated additional cycles of Draw It—a Make Stuff Drill—to integrate the best of the full team’s thinking into a single framework to communicate Corporate Relations’ strategic focus and work.
Using the plan created by the full CR Team with Milestone Making and Waypoints—Be Bold and Move Fast Drills—we asked ourselves:
“Which milestones will be most helpful in measuring our own progress—and in reporting to Bill and the EC?”
Project Start: Global Digital Strategy and Governance
Project Start: Be the Breakthrough
Milestone: When GNE is involved in the White House Moonshot Program
Milestone: When we have an information graphic revealing our story mix
Milestone: When we have picked a date for the next CR offsite
Project Start: Foundation Reboot Plan
Project Start: Science Podcasts—Two Scientists Walk into a Bar
Project Start: CR Development Plan
Project Start: Internal Communications New How
Project Start: Small Bets for Internal Communications New How
Project Finish: Develop Strategy for Measuring and Communicating Impact on Employee Engagement
Project Start: New CEO Plan
Project Finish: gWiz Home Page
Milestone: When we are maximizing gene.com content internally
Milestone: When Everyday Epic local campaign is approved
Project Start: Ocreuus Launch (Gather)
Project Start: CR Governance Matrix
Project Start: Skills-Based Volunteering
Project Start: Behind the Science, Epic Science
Project Start: Pipelineapalooza Campaign and Event Plan
Project Start: CR Process Requirements
Project Start: Impact Framework Pilot (with gFRS)
Project Start: Health Initiative Pilot
Milestone: When new global digital strategy is ready for implementation
Project Start: Develop CR Recognition Program
Milestone: When we have clear scope, resources, and staff for CR Lab
Ongoing Project: gene.com
Milestone: When we understand resource requirements and skill sets for Internal Communications New How
Milestone: When we have three examples of CR’s work positively impacting business results
Project Finish: Futurelab Impact Metrics Set
Milestone: When we have one-page media Q&As
Milestone: When we have a clear development process
Milestone: When we have budgets for individual development
Milestone: When we have consistent metrics across CR
Project Start: New CEO Introduction
Milestone: When we own digital channels and ecosystem
Milestone: When we run digital globally from South San Francisco
Project Start: Foundation Reboot (transition ends Q218)
Milestone: When Everyday Epic local campaign launches
Project Start: External Communication Plan (for media engagement and created/owned publishers)
Milestone: When we have a better mix of science and product stories
Milestone: When we have appropriate additional resources for science communications
Milestone: When all employees can tell and share the CR vision
Milestone: When we do a/b testing on internal communications to measure impact
Milestone: When the first new gWiz pages go live
Project Start: Corporate Group PR Plans (16+17)
Project Start: Communication Super Heroes/Epic Adventures of Corporate Relations
Milestone: When we are able to complete our work in the regular work week
Milestone: When we convince GEC to communicate visually rather than via long emails
Ongoing Project Starts: Healthcare Initiative (Internal Launch)
Project Start: GEOS 2017 (Spring)
Project Start: CSR Steering Committee
Ongoing Project: Internal Communications New How Launch
Milestone: When all employees have mobile devices
Project Start: Pipelineapalooza Year
Project Start: Cell Campaign
Milestone: When people understand that we do more than oncology
Milestone: When each CR employee knows and understands the career opportunities available to them
Project Start: GeeHive (holistic approach—every CR employee is an influencer and can discuss all CR)
Milestone: When GEOS work process scores improve
Milestone: When career development is no longer a top area for CR identified in GEOS
Milestone: When the next round of new gWiz pages go live
Milestone: When we are cultivating leadership and management skills at all levels
Project Finish: Impact Framework First Reporting
Project Start: Health Initiative Communication Campaign (External)
Project Finish: Skills-Based Volunteering (all programs established)
Milestone: When new hubs go live on gene.com
Milestone: When gene.com corporate, pages, CSR, and HR go live
Milestone: When CR has business processes defined and operating for all things that merit a process
Project Start: gWiz Employee Community
Project Finish: Everyday Epic 2017 (local)
Project Finish: Pipelineapalooza concludes
Project Finish: Impact Framework v2.0 (includes initial scope discussions)
Project Start: gCulture (renewing employee energy and commitment to Genentech)
Project Finish: New CEO Intro
Milestone: When Internal Communications New How is more thoroughly embedded
Milestone: When we take Everyday Epic far and wide
Milestone: When every launch feels like Avastin for employees
Milestone: When we are a “go to” resource for medical science education
Milestone: When employees have a solid working knowledge of the Genentech pipeline
Milestone: When employees take pride in Genentech science
Milestone: When every CR team member can influence and negotiate with business partners
Project Start: Brandstar (program to recognize non-CR people living and bringing the brand to life)
Milestone: When legal and regulatory give consistent direction
Milestone: When we have a big beautiful brand library for all employees
Milestone: When the press release is re-imagined
Ongoing Project Start: Foundation Reboot Communication
Milestone: When there is an easy way to keep up to speed on medicines and science
Milestone: When we can demonstrate the impact of programs on employee engagement
Milestone: When employees can name the GEC and the role they play
Project Start: Well-being Program (POV + Initiative)
Project Start: Skills-Based Volunteering Communications, Reporting, Celebration
Project Finish: Foundation Reboot (transition ends)
Project Start: Project Hero (external speaker program with Genentech leaders)
Milestone: When we have strategically acceptable ways to say “no” to low-value work, or to contract the work with business partners
Ongoing Project Start: Futurelab Impact Reporting
Milestone: When no employees complain that their managers don’t support volunteerism
Ongoing Project Start: Health Initiative Impact Reporting
Project Finish: Impact Reporting v2.0
Ongoing Project Start: Scaling Futurelab
Milestone: When local communities rank us as the #1 employer
Project Finish: Impact Reporting v3.0 (changes to giving focus and funding)
Project Start: Futurelab Recognition
Milestone: When Gather goes live
Project Start: Crazy in Science (making science accessible Netflix/UCSF documentation)
Milestone: When we have one million podcast followers
Project Start: Future of CR (coms and tech trends/ways of working trends)
Milestone: When the organization engages us appropriately and at the right time
Milestone: When we are nationally recognized for our giving programs (PHI/FL)
Milestone: When our education programs or scientists are featured at TED
Ongoing Project Start: Impact Framework Reporting
Milestone: When we do the “Serial” of podcasts
Milestone: When there is a National Biotech Day
We used Draw It—a Make Stuff Drill—to explore new models for how Corporate Relations might be organized and operate.
We used Learn From Investment—a Small Bet Drill—to identify the most important questions we might consider if we were to rethink how Corporate Relations works.
What might our explicit goals be for this change?
What problem are we solving?
How might functional work get done?
How might we develop these new skills?
How might we preserve deep expertise while developing broader capabilities?
Do we have the right people?
How might we know if it is working or not?
How might we identify projects we might try this on?
How might we sell this to our business partners—why might they buy in?
We used Do It on Monday—also a Small Bet Drill—to design low-risk experiments to help us make progress on those questions.
a) CR Survey to identify gaps and areas of satisfaction
b) External survey to identify what is valued most and gaps
Day 2: Distill
Day 3: Interview five rock-star officers on how they have solved similar problems
Day 4: Mock up a model to solve these problems with one pilot
Day 5: Survey on mockup (Who?)
Three Leadership Team Members (any combo) to write questions
Survey Monkey to entire CR Team asking one question per day.
Day 1: Current Org—What’s working? What’s not working?
Day 2: Future Org—How might they organize CR?
Day 3: Improvements—What might enable them more?
Day 4: Aspirations—What would inspire them?
Day 5: More?
Do they have the willingness and open mindset required to change?
$50.00 worth of lottery tickets for participants
Mon: Figure out questions/Clarify and articulate objectives
Tue: Review questions with Leadership Team
Fri: Margaritas, Tequila Shots, Party
Three small, well-defined, and time-bound projects
Two CRLT members to serve as mentors or coaches
One kick-off lunch with appetizers and drinks
Day 1: Introduce Project
Day 2: Coach Day
Day 3: Execute
Day 4: Execute
Day 5: Evaluate and Feedback
Lunch for both
Day 1: Work with Beth
Day 2: Create elevator pitch/slide deck
Day 3: Test with trusted business partners
Day 4: Get feedback from Bill/Ian
Day 5: Meet with key stakeholders
Over the course of the CRLT 2.0 Blitz, the Leadership Team:
The CRLT agreed to the following next steps:
Future: Complete Updated CR Team Report
CRLT: Meet and Evaluate 2019
CRLT: Agree on Priorities and Asks
Department Survey: CR Team Offsite Evaluation and Feedback
Geoff: Communicate to Department
Team Leaders: Communicate to Teams
Consult with Beth on High-Level Org Design
Pulse Survey Results
Socialize Plan, Priorities, and Asks with Decision Makers
Determine Final Scope of Work (In and Out)
High-Level Stakeholder Socialization of 3-Year Plan
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