What might our shared long-term vision be? How might Corporate and Employee Giving sustain and increase its impact for Genentech, employees, and the communities we serve?

On May 9–11, 2016, the Corporate and Employee Giving Team gathered in Sausalito for the Corporate and Employee Giving Blitz. 

Our objectives

Get to know one another as colleagues and new teammates.

Define our envisioned future state for 2020—our big hairy audacious goal.

Map our vision and back to our 2017 planning (BHAG).

Focus on operational excellence, sustainability, maintenance of efforts/quality standards, and cadence for new initiatives (planning, pruning, pacing).

Explore how the team might execute on its full potential and operate in a more integrated way.

Desired outcomes

• An even stronger and more unified team.
• A clear and shared vision for the next three to five years.
• A clear and agreed set of long-term goals.
• A blueprint for 2017 (identify goals, prioritize, and assign responsibilities).
• Significant new and additive priorities identified so we can explore their resource implications.
• Potential models, principles, and practices that bring the team closer to operational excellence.

We thought wrong about the impact that the Corporate and Employee Giving Team might make and how we might do that. 

Framer-in-Chief
Bold Path
Bold Imperatives
8-Word Impact
BHAG
Milestone Making
 

Sysytemspotting

Love & Loathe
Loathe to Love
Brand Heroes
Brand Takeover

La Machine
 

Matters Most
Moments That Matter
Stack It
SASU
Wedge
Waypoints 3 Year
 

New insights, sharper focus, better alignment, greater impact.

We had an open and strategic discussion about our strategy, systems, processes, people, ways of working together, value delivery, and reputation.

Matters
Most
 

Moments That
Matter

Strategic Focus

Three-Year
Goals & Priorities

We considered who might be most important to our success—and who our success might matter to most.

We used Matters Most—a Move Fast drill—to create an inventory of everyone who matters to the success of Corporate and Employee Giving. From that inventory we identified the most important constituents:

• Press
• Employees
• Senior Leadership at Genentech
• Students
• Underserved Communities
• Elected Officials and Policy Makers
• Corporate Philanthropy Sector
• Health Ecosystem and Researchers

We explored how we might show up and create important moments for those who matter most to our organization.

We used Matters Most and Moments That Matter—Move Fast Drills—to establish whom our successes matter to most, and how we might create and respond to moments that matter most to them.

Future Observation: The team found it easier to identify moments that CEG creates and more difficult to identify moments that CEG might respond to. There is an opportunity to deliver greater value and impact by identifying and confirming the moments that matter to key constituents, then determining how CEG might best show up for them at those important moments.

Many of the “Moments to Create” are in fact CEG deliverables, rather than moments at which those deliverables might be relevant and valuable. It will serve CEG’s ability to create impact well to become even more attuned to the needs of its partners and beneficiaries.

Team 3

Employees 

Moments to Respond to: 

Development planning 

LinkedIn profile/Groups/Glassdoor 

Moments to Create: 

Volunteer opportunities 

Moments of Genentech Pride (drug approval, Futurelab, etc.) 

Community & Economic Development Efforts 

Moments to Respond to: 

Reputation as health sector partner 

Moments to Create: 

Lead with Futurelab (innovative science ed curriculum) 

Job pathways (demonstrate our impact) 

Elected Officials & Policy Makers 

Moments to Create: 

We brief them on what we do 

We mobilize and advocate for policy 

We tell powerful stories backed by impact data

Our Impact Visions

Lead philanthropy to do things never done before.

Empower communities to unlock potential and create vibrant futures.

Inspire communities to transform health and education outcomes.

Drive Genentech Reputation

BHAGs

Genentech is asked to present at the White House on health and education policy.

HBR-like recognition for impactful giving.

Strategic shift

Press

From: Fluffy, reactive local pieces
To: The Bay Area CSR leader (Salesforce = No. 2)

From: Getting lost in Bay Area tech noise (and other pharma)
To: Seen as an innovative and impactful corporate citizen

Elected Officials and Policy Makers

From: Those who know us love us
To: Elected officials beyond South San Francisco and the Bay Area talk about us because of our policy work and impact

Senior Leadership at Genentech

From: Not understanding the magnitude of our collective giving
To: Seeing CEG as adding more value to business outcomes; multiply our budget because they get value at all levels; seen as an innovative and impactful corporate funder

Healthcare Ecosystem and Researchers

From: Largely absent from discussions of diversity in Science
To: Driving diversity in Science through “total approach” (from K–12 through Scientists)

Value created

We inspire others to do the same work—rallying other corporations behind the same causes for greater impact.

We create impact by working with other Bay Area philanthropists and leveraging our strengths.

We help the business offset negative “Pharma Press”—freeing the business to operate.

We contribute to brand reputation, impacting employees, recruiting, appearance in top-tier publications, building relationships with CSR notables, etc.

We grow connections between Genentech employees and our communities.

What we might do

Strengthen relationship with Comms

Develop clear messaging and help Comms execute and distribute

Understand agenda, priorities, etc., of other teams and work with them

Partner with HR and HR Analytics for people data

Communicate impact on employee engagement

Who might do it

Alex: Understand Foundation Agenda

Eileen: Understand Government Affairs Agenda

Kristin: Understand CR Team Agenda

Eileen/Lakshmi/Rajni: CSR reputation for employees and giving; metrics that roll up to Corporate Relations

Ragnar/Eileen: Make friends with HR [C&D?]/HR Analytics

Kristin: Comms plan

Whom we might partner with

Amanda/Rebecca: External Comms

Craig/Heather: Internal Coms

Lakshmi’s contact: HR/HR #Analytics

Arian Hogan: Government Affairs

Amplify Genentech Culture

BHAGs

Genentech is able to to fully meet its employees’ desire for giving activities and is able to say yes to more employees requests. 

Genentech increases its volunteers from 1,300 to 2,600 by 2018.

Elevate the “give back” mantra to “patients first” and “follow the science.”

Volunteer program is recognized as a key component in employee attraction, engagement, and retention.

Strategic shift

Employees

From: Remembering only a concert
To: Full support from management on taking volunteer time; accepting but cautious of volunteerism; engaging in volunteerism as an opportunity and a method for professional development

From: Inspired by giving to top five places
To: Give back; demonstrate impact of giving and volunteerism on employees; hunger for connection giving

Senior Leadership at Genentech

From: Corporate and Employee Giving and Corporate Social Responsibility still have a “nice to have’’ culture
To: Corporate and Employee Giving and Corporate Social Responsibility are key parts of a Great Place to Work

From: Like but don't own
To: Executive committee and officer champions for giving; create toolkit for employee groups to volunteer on their own

Value created

We are seen as the place to work.

Employees are engaged and excited about Genentech.

The love of science unites all employees across all functions.

Employees who love Genentech stay longer.

What we might do

Quantify benefits of volunteerism across attraction, retention, and engagement of employees

Integrate volunteerism into professional development planning

Implement Human Resources analysis, staffing, learning, and development

Identify and cultivate leader champions

Allow for employee group input

Build initiatives for Human Resources learning and development

Who might do it

Eileen and Ragnar: Quantify benefits

Eileen, Rajni, and Ragnar: Integrate volunteerism

Kristin, Lakshmi, and Ragnar: Implement HR analysis

Eileen: Group input

???: Learning and development

Kristin: Articulate vision and value proposition to GNE  

Whom we might partner with

Beyond HR:

• Group leaders
• Outside thought leaders

Invest in CEG People and Processes

BHAGs

Quarterly investor briefing includes giving measurements.

Strategic shift

Students

From: Lack of shared South San Francisco Unified School District/Genentech goals
To: Shared goals with South San Francisco: hard targets and defined investment (e.g., SAT %)

Underserved Communities Near Sites 

From: Lack of impact measurement
To: Quantify our impact in key communications 

Value created

We operate efficiently to create more impact.

Measurement may present/shed light on hard truths and a stronger rationale for more strategic giving.

Supporting data and measured impact help demonstrate that Corporate and Employee Giving drives business outcomes across the board.

Our high-impact programs can influence global partners/affiliates.

What we might do

Establish an impact reporting framework (planning phase)

Identify timeframe

Collaborate with center of excellence (identify data input)

Collaborate with peers to get them involved and work with grantees

Collaborate with CCO compliance

Collaborate with GFRS IT team

Widen our presence in communities; e.g., Futurelab for K–12, not just middle school

Develop clarity and a RACI for centers of excellence activities

Who might do it

Rajni

Input from: Kristin, Ragnar, Eileen, Lakshmi, Jenny, Alex (Foundation)

Whom we might partner with

Corporate and Employee Giving partners with A.R. and other COE

Corporate and Employee Giving and eventual expanded Corporate and Employee Giving International Genentech employee volunteers

GFRS IT (upgrades) cvfdg

Local schools and communities 

CR Lab

BHAGs

Genentech strengthens its giving portfolio to be 80% impact-driven.

Builds a validated, integrated less than x-system that is data driven and partnership based.

Corporate and Employee Giving develops a robust and easily understood approach for philanthropy; does more than they give; is easily recognizable with measurable social and business outcomes, solving specific problems.

By 2019 we will embrace South San Francisco’s youth—across body, mind, and future selves—as a model of corporate giving.

Genentech reduces racial disparity in cancer.

Genentech develops the tools necessary to build resilience and combat toxic stress in the Bay Area.

Genentech is recognized as a leader in transforming health in the Bay Area.

Strategic shift

Corporate Philanthropy Sector

From: A perceived undifferentiated approach to giving shared by Genentech and pharma
To: A philanthropic model that is uniquely Genentech and is recognized and admired by all key institutions and external holders

From: A low size of giving relative to our peers, and a diffusing of the responsive approach to giving
To: A focused, integrated, partnership-based and catalytic approach to giving; to being seen as the local way; to building a replicable process lauded by peers

Health Ecosystem/Research

From: Existing as a minimal proactive presence in philanthropic health
To: Being widely recognized as impactful leadership in an emerging area of preventative health; we’re known as a corporate version of the Harlem Children’s Zone

From: Existing as a nascent issue with limited recognition among health, education, and stake holders
To: Becoming a widely understood and validated issue with proven solutions; offering a scalable model around the country

Value created

An EPIC approach drives greater impact and value for money.

We rise to our responsibility and capacity to transform patient outcomes beyond the drugs themselves.

We seize the opportunity to own an issue with leadership team impact on diseases we care about.

We rise to the obligation and opportunity as a leader in our field to do more in health.

We are innovating health models through science.

We are supporting innovative and groundbreaking science that directly impacts patients.

What we might do

Define our epic approach; you know it when you see it, but what is it?

Define when our epic approach is and is not appropriate; clarify role of diversity/equity inclusion in our approach

Leverage our approach in all of our programmatic work; e.g., health, new programs

Talk about our epic approach with key internal and external audiences; share examples, blow minds, win hearts and minds

Advocate for integrating aspects of our approach across the entire giving portfolio

80% of giving represents an epic Genentech-specific approach; establish Corporate Relations leaders and steering committee

Refine our overall strategy:

• North Star/goal
• Approach (volunteers/joint $)
• Partnerships
• Language: name, etc.
• Define scope
• Define relationship with Futurelab
• Anything else

Develop 18-month and 3-year plans; model/approach changes over time; 3-year communications outline, soft launch in 2016 and LAUNCH in 2017

Who might do it

Kristin and Rajni: Define and manage approach with support from Lakshmi, Ragnar, and Alex

Rajni, Kristin, Lakshmi: Refine strategy and plan with input from Ragnar and Eileen

Who we might partner with

Corporate Relations: Emily, Josh, Amanda

External Communications, Internal Communications, digital

External benchmarking

External partner

Empower Communities

BHAGs

Communities are given state/federal funding to replicate the South San Francisco education and health initiative

The South San Francisco Unified School District no longer needs Genentech funding

Transform schools in the Bay Area into schools modeled after Futurelab school

Career pathways exist for South San Francisco youth to break the cycle of poverty and create multi generational-impact

South San Francisco student outcomes and career pathways inspire philanthropy in the Bay Area

50% of South San Francisco High School graduates enter into two- or four- year post-secondary education

Strategic shift

Underserved Communities Near Site

From: An unclear understanding of Genentech’s role and priorities; low awareness of Genentech’s ongoing giving; an expectation of Genentech to do more
To: Increased visibility as the most impactful and innovative funder and valued partner in philanthropy; community partnership with Harvard Business Review

Students

From: An inconsistent reach of Futurelab, resulting in pockets of high excitement, lack of inspiration spanning total student population, and a “what’s in this for me” attitude
To: An attitude embracing science as accessible and fun; a student desire to be in our science program over all others; an increase in program impact to reach 100% of SSF K–12 students

Value created

Our programs will change lives and tell the stories of South San Francisco.

WE are developing the next generation of innovators and future employees.

What we might do

Develop our clear North Star and align our programming with it

Launch Science Garage in an epic way

Scale Futurelab to engage more employees and impact more students 

Who might do it

Lakshmi and Rajni, Eileen and Ragnar: North Star 

Eileen: South San Francisco Unified School District Agenda (Sites, Futurelab Core Team, TBD) 

Eileen and Cherilyn: Volunteer program

Whom we might partner with

Internal and External Communications

South San Francisco Unified School District

Ext. Beneficiaries, S. M.

We set clear and achievable goals and priorities based on the emerging Corporate and Employee Giving Strategic Imperatives.

We used Milestone Making—a Be Bold Drill—and Waypoints 3-Year Plan—a Move Fast Drill—to quickly identify and prioritize goals for each of our strategic imperatives. 

2017

January ’17

Empower Communities
When we launch the new F&N strategy.

Amplify Culture
When we identify and cultivate leader champions.

February ’17

Drive Reputation
When we identify and track thoughtful metrics that Corporate and Employee Giving drive to grow reputation. 

Amplify Culture
When we communicate impact on employee engagement. 

March ’17

Drive Reputation
When we have Human Resources data. 

Amplify Culture
When we build new programs; volunteer toolkit for groups and robust sign-up system; increase employee volunteers form 1,300 to 2,600. 

April ’17

Drive Reputation
When we use Human Resources data to demonstrate employee engagement.

Empower Communities
When GGTT is sexy again.

Build Top CEG Agency
When we collaborate with center of excellence (identify data input).

May ’17

Drive Reputation
When we have a government affairs agenda. 

Build Top CEG Agency
Collaborate with CCO Compliance.

CR Lab
When we leverage our approach in all of our programmatic work (e.g. health, new programs).

Amplify Culture
When we have External Communications involved in all volunteer Corporate and Employee Giving programs.

June ’17

Build Top CEG Agency
Collaborate with peers and get them involved work with grantees. 

CR Lab
When we advocate for integrating aspects of our approach across the entire giving portfolio.

July ’17

Drive Reputation
When we have a comms plan. 

Empower Communities
When employees are engaged and comms are aligned, we launch Science Garage in an epic way.

Build Top CEG Agency
Collaborate with GFRS IT team.

When impact data is fully operational within GFRS. 

CR Lab
When explicit biotech career pathways exist for underserved youth and adults. 

August ’17

Empower Communities
When we know the year rates for two- and four-year post-secondary enrollment of in South San Francisco youth. 

Build Top CEG Agency
When we develop clarity and a RACI for centers of excellence and activity. 

CR Lab
When we start communicating about our health work externally.

September ’17

Build Top CEG Agency
When we establish an impact reporting framework (planning phase). 

October ’17

Drive Reputation
When we are invited to present at XYZ conference.

Build Top CEG Agency
When we have a clear process for:

• Planning
• Measurement
• Reporting

November ’17 

Drive Reputation
When we understand our work and how it fits the agendas of other groups and we can effectively share that message.

CR Lab
When we talk about our epic approach with key internal and external audiences—share examples, blow minds, win hearts and minds.

December ’17

Drive Reputation
When we have strong working partnerships with Human Resources and Human Resources Analytics. 

When we are invited to be on a national council for corporation citizenship.

CR Lab
When we have validated tools/approaches to address trauma-affected youth.

Amplify Culture
When we are seen as a key partner in culture strategy (by HR and IC). 

March ’18

Drive Reputation
When we report on reputation metrics quarterly.

Amplify Culture
When quantifiable benefits of volunteerism are included to attract/retain employees (by HR).

April ’18

Drive Reputation
When we can develop clear messaging and help comms execute/distribute. 

Amplify Culture
When we have integrated volunteerism into professional development planning.

June ’18

Empower Communities
When we develop shared goals with the South San Francisco Unified School District.

Build Top CEG Agency
When COE strategies are informed by metrics/outcome measures. 

When other COEs want to heighten their strategies to be more EPIC and impactful.  

CR Lab
When we build out our approach and advocate for more budget.

July ’18 

Empower Communities
When we develop a clear North Star and align programming with it.

Build Top CEG Agency
When every employee can clearly articulate the Corporate and Employee Giving vision, priorities, and impact. 

August ’18

Drive Reputation
When we have HBR-like recognition for impactful giving. 

Empower Communities
When all South Side San Francisco tenth-graders go to JSD. 

CR Lab
When we are recognized for our EPIC, impactful approach to philanthropy by media, peers, etc. 

September ’18 

Drive Reputation 
When the Corporate and Employee Giving communications plan is accepted/aligned with External Communications. 

Empower Communities 
When we have a robust Science Garage internship program. 

Build Top CEG Agency 
When COE is satisfied with the criteria to be collected. 

CR Lab 
When we win top awards and are in the top five of key rankings for our approach. 

October ’18

Build Top CEG Agency
When we tell stories using video, articles, and social media about our impact.  

CR Lab
When Bill talks about our approach at CGI and other big forums. 

November ’18

Drive Reputation
When other companies, districts, and communities ask to partner or replicate our model.

Build Top CEG Agency
When we have regular stories of impact contents for gWiz and Genentech.com.  

Amplify Culture
When “Gives Back” is at the same level as “Patients First” and “Follow the Science.”

December ’18

Drive Reputation
When we have a strong partnership with Internal and External Communications. 

April ’19

Drive Reputation
When Tier1 publications (NYT, etc.) call us/report on our activities.

CR Lab
When our peers/other lending funders emulate our approach. 

May ’19

Drive Reputation
When External Communications comes to Corporate and Employee Giving on a regular basis asking to help. 

Empower Communities
When we have a 10-year plan for Futurelab, including how we scale. 

June ’19

Drive Reputation
When employees say, “I love Genentech because of giving back and Corporate and Employee Giving.” 

When employees say, “One of the reasons I came to Genentech is because of your good/giving.”

Empower Communities
When we build new programs, systems, and engagement, we can scale Futurelab.

July ’19

Empower Communities
When we see 50% of South San Francisco High School grads enter two- or four-year post-secondary schools. 

Build Top CEG Agency
When Corporate and Employee Giving impact is included in quarterly investor briefings. 

August ’19

Empower Communities
When we have programs to ensure every desired outcome. 

Build Top CEG Agency
When we publish case studies of our models/approaches. 

CR Lab
When 80% of giving represents an epic, Genentech-specific approach. 

September ’19

Empower Communities
When we have External Communications involvement in philanthropy or FL. 

Build Top CEG Agency
When we can tell our full impact story, neatly, on one page. 

October ’19

Drive Reputation
When Corporate and Employee Giving STEM programs are a model that other communities and campuses need to follow. 

Empower Communities
When we widen our presence in the community; for example, Futurelab for K–12 not just in middle schools; expand past South San Francisco.

Build Top CEG Agency
When we enhance patient care. 

When we strengthen local communities.

When we clearly demonstrate how we are advancing scientific knowledge.

When we have strategic outcomes for every one of our programs. 

CR Lab
When Roche wants to emulate our approach. 

November ’19

Empower Communities
When South San Francisco post-secondary enrollment increases by 100%. 

When we have dynamic comms and North Star for grant making. 

Build Top CEG Agency
When we have an accurate data set to report and present. 

CR Lab
When young people have an increase in health (or other) outcomes as a result of our work.

Amplify Culture
When we are the top Bay Area company for giving back. 

December ’19

Drive Reputation
When Genentech giving is mentioned by Mrs. President (close to the end of her first term). 

When education, health, and career development policy is made with the input of Corporate and Employee Giving.

Genentech is asked to present at the White House on health and education policy.

Empower Communities
When we have a scholarship program that supports 100+ students. 

Build Top CEG Agency
When we use data from impact measurement to consistently learn and improve. 

When investor briefings include giving metrics.

Each Think Wrong drill produces useful output. Documentation of our work provides a rich collection of ideas and insights to mine as we move forward. 

Fresh Inspiration
 

Design a Better CEG
 

Peaks &
Pits &
Thanks

Zamzoozle
The adventure for greater good.

CEG Flywheel
A foundation of epic programs.

Rube Goldberg Meets CEG
Perpetual satisfaction, passion, and growth.

We took time to breathe deep, reflect, and express our gratitude.

We used Dog in a Hat and Peaks & Pits—Flow Drills—to connect with what resonated most with the team during our time together.

“Lots of energy around corporate philanthropy sector”

“Low-hanging wins to pluck”

“Mindfulness moment. Thanks, Lakshmi!”

“The Von Trappe Singers”

“Ranji’s enthusiasm” 

“Specific volunteer management ideas”

“Eileen’s ‘I liked that!’ jazz hands and dance moves”

Thinking wrong produces valuable resources for the challenge your Blitz was designed to address—and other challenges you might be facing. 

Future provides Blitzers with access to the Think Wrong Lab so you can get maximum value from the resources we have generated together. 

Click OVERVIEW below and log in to the Lab for a quick recap of the purpose of the Blitz.

Click BLITZERS below and log in to the Lab to see who participated in the Blitz.

Click GUIDE below and log in to the Lab to access the final guide for the Blitz. Learn how to run a drill by clicking it in the guide.

To view the complete collection of photographs, videos, and audio files documenting your Blitz, click MEDIA below.

• Media is organized by Think Wrong Practice and Drill. Folders titled B Roll or In Action contain photos of Blitzers working together. Folders titled Output contain detailed documentation of what was produced through the drill.

If you cannot remember your password for the Think Wrong Lab, click Get New Password on the login screen and one will be emailed to you.

Happy browsing!