Dream about what we can achieve
Explore how we might best help
Prioritize and simplify
Grow and develop
Dare to make a difference.
Find fresh inspiration.
Expand what’s possible.
Gain insights through making.
Discover what works.
Achieve impact sooner.
Love & Loathe
Loathe to Love
Epic x Doability
Waypoints 3 Year Plan
The One Thing
We used Draw It—a Make Stuff Drills—to create unique expressions of our strategic framework. Our exploration revealed different ways that we might communicate our strategic framework:
The Relationships: Heart, Smart Art, Ransom Note
The Process: “Bill”
The Metaphor: Bus, Rocket, House
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.
We used Loathe to Love, Brand Takeover, and Name It—Let Go and Make Stuff Drills—to imagine strategic initiatives and explore their potential to drive Genentech reputation, amplify Genentech culture, and build and strengthen Corporate Relations competencies.
Communication Super Heroes
We can relate.
The Epic Adventures of CR
It starts here.
Who run the world?
Leadership with purpose.
Crazy in Science
Everyday science for everyone.
When you’re here, you’re family.
Transforming community health.
Scientists. Patients. People. One goal: Life.
Give ’til it helps.
Ride on us.
Everyday Epic Campaign
Telling the story.
E4: Everyday Epic Employee Experience
Drink the Kool-Aid.
It’s the People, Stupid!
Every moment matters.
We used Milestone Making and Waypoints—Be Bold and Move Fast Drills—to explore how we might measure our progress, creating “When” statements for each area of strategic focus.
We stacked ranked those statements from most useful measure of impact to least.
We then mapped our highest-priority statements onto a three-year timeline, creating milestones for our strategic work.
We dot-voted on those statements for importance to desired impact.
The CRLT then selected the milestones that might be most useful to Corporate Relations and for demonstrating progress to the EC.
Finally, the CRLT also mapped project start and finish dates—what CR will do—on the timeline.
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 Volunteerism
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 3 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 employee’s 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 Beautiful Question—a Be Bold Drill—to challenge the assumptions, biases, and orthodoxies that shape Corporate Relations today—and to explore what we might become.
The questions below received dot votes—these are the questions teams found most compelling. The bold questions were moved forward during the drill.
All the questions can be viewed by clicking the View Images button below.
Be known as a healthcare solution.
Be a household name because of ethos.
Reduce public skepticism of pharma.
Be an example for others.
What are we not going to do?
Let the seams show.
Reduce sense of entitlement among employees.
Become Kennedy’s New Camelot.
Why don’t people trust our perspective?
Why do people think we’re greedy and evil?
Why don’t people think we are a leader?
Why don’t we drive conversations around insurance premiums?
Why aren’t we leading on more stuff?
Why don’t we “join” more?
Why do we care what people think?
Grow Reputation (Brand)
What if we radically increased our transparency in communication?
What if we made a BOLD and PUBLIC commitment?
What if we could prove our value to society?
What if we criticized pharma?
What if we did something so meaningful it couldn’t be questioned?
Share more goals, even if we aren’t sure we will get there?
Invite people in?
Keep emotions in stories?
Tell unadulterated proof about how we price medicines?
Give people as much information as they want?
Not wait until the story is over before we start telling it?
Speak more about our risky efforts?
Really talk about failure?
Encourage employees to tell more stories?
Have live Q&A with Ian answering tough questions?
Talk like real people talk?
Connect all the work each team does through standardized metrics.
Raise the level of rigor and help prioritization through metrics.
Opportunity for brand/story—expand geographic and industry (e.g., non-biotech/pharma) reach of Genentech brand).
Tell our pricing story—differentiate ourselves from the stigma of big greedy pharma.
End the STEM achievement gap.
Focus, volume, and clutter.
Local talent competition.
Why are we different and special?
Why is it so bad for companies to make money on medicines?
Why can’t we post the price of our medicines?
Why would/wouldn’t we want to be a “household name”?
Why is pharma the bad guy?
Grow Reputation (Brand)
What if we articulated our value/benefits to society in a way that changed the pricing debate?
What if we became the most transparent company?
What if people still aren’t impressed?
What if we cured something big and gave the cure away?
Have patient stories reach an audience?
Tell the stories in nontraditional ways?
Make our story accessible?
Create research-backed games to connect people with Genentech?
Create a viral challenge?
Engage a broader audience?Partner with an innovative brand?
Challenge outsiders to come up with new solutions to the “pricing model”?
Departmental rotation program.
Consistent communication metrics—in context.
Connect internal to external.
Telling our stories without seeming inward facing or narcissistic.
Genentech on the same level as Big Tech.
Why are we trying to impress people?
Why not talk about ourselves?
Why is tech so great, and why does that matter to us?
Why would we want to be categorized as tech?
Why are we not already viewed this way?
Why can’t we get all stakeholders to tell the same story?
Why would people care?
We make mad money, right?
What if we changed the perception of the whole industry to positive?
What if we called out the industry for what’s wrong?
What if we found a way for patients to collaborate with the people making their meds?
What if it backfires?
What if we cure cancer?
Learn how to ask for help?
Establish strategic external partnerships with companies with good reputations?
Have a panel on price on our campus?
Highlight our lack of CIA?
Tell the truth of our industry through humor?
Write the stories we are afraid to write?
Create a giant interactive infoviz on pricing/cost?
Talk about the negative (failed studies, challenges faced in drug development)?
Publish a print magazine?
Learn how to ask for help?
Time/bandwidth for development.
Day in the life of GNE.
How to un-pharma us.
More internal roadshows across the organization.
Why do we deserve to be seen as different? If we aren’t different, what are we?
Why can’t a single company change an industry’s reputation?
Why are we different now?
What if we set the standard and led in practice?
What if we led the conversation on pricing and became more openly transparent?
What if profit/money/cost wasn’t an issue?
What if being “pharma” was a good thing?
What if we got all pharma companies acting righteously?
What if we sold science, not drugs?
Have a TED-like speaking show?
Host a roundtable video discussion?
Publish positional papers e.g., HuffPo?
Crowdsource the pricing problem?
Open up a conversation?
How can we incorporate rigorous professional development?
What are the right metrics?
How do we launch new epic programs while maintaining 2/3 of the current ones?
How do we take Futurelab across the Bay Area or national?
Channels—how do we expand or remove channels in a way that makes sense for us and our audience? (How do we communicate? Is gene.com the right channel? Is gWiz the right channel?)
How do we nurture the right culture without being too prescriptive and manufactured?
Is our culture that unique?
Why are we not measuring our internal channels better?
Why can’t we find a compromise with compliance?
Why are we using our resources for the channels the way we’re using them, and who decides?
What if we relied on employees to communicate?
What if we got rid of gene.com and put resources someplace else?
What if we didn’t have gWiz?
How might we reach the people we need to reach?
What if we communicate only with channels we aren’t using now?
What if we used all channels possible?
How might we use ONLY Facebook?
How might we share what we already have?
How might we reach employees at home?
How might we use LinkedIn to recruit?
How might we use one portal for both internal and external communication?
How might we reduce the overall comms we push out?
How might we use Facebook/Facebook-like system internally?
How might we know what people want to know?
How might we communicate differently?
How might we know the latest trends?
How might we use third parties where we do it ourselves today?
How might we pick Facebook over mySpace?
How might we change employees’ expectations/behaviors?
How might we learn from the startups that surround us?
How can we provide more rotational opportunities?
Find a way to tie metrics to business outcomes.
Measure giving impact on employee engagement.
Get more $ and resources.
What are the new channels that help tell our story?
How do we stay on the cutting edge of innovation?
Why can’t we reach our audiences in a more memorable way?
Why can’t we reach new channels?
Why can’t we create our own channel?
What if we OWN a health problem in the Bay Area?
What if we create our own channel?
What if we lowered our prices?
Use big data?
Use more crowd-sourcing to develop new channels?
Have a TV show—partner with a major network?
Have patients tell their stories and become advocates?
Build a relationship with all our patients?
Tell both sides of the story?
Preventative health initiative?
Collaborate with virtual reality on NYT, Oculus?
Create biotech digital media peer group for best practices?
Buy a network?
Challenge the negative?
Can we do rotation/shadow within CR?
How might we better prioritize?
Metrics—do they really demonstrate ROI?
Change funding structure, can it be evolved?
Humanize the company—make it emotional, tell the everyday epic stories.
Why aren’t we communicating with one voice?
Why can’t we create a shared mindset to tell our value story?
Why is product branding separate?
Why can’t we better tell our value story?
Why don’t we make painful decisions to make a bigger impact?
What if we had an independent funding source (not commercial)?
What if commercial IM & comms came from us?
What if we were the decision makers on all communications?
What if our leaders moved from email to more social communications (internal and external)?
What if we got rid of press releases?
What if we had people more accountable for reputation?
Create a new standard that is not “value” but has merit?
Create a different focus other than just earnings?
Create a stealth mode modeled on Everyday Epic?
Lead with a patient-first culture?Be a larger-than-life public leader?
We used Love & Loathe and Loathe to Love—Let Go Drills—to identify where the pain points exist in Corporate Relations, and then to think wrong about how we might transform them from things we can’t stand to things we might love.
We used Impact x Doability—a Move Fast Drill—to tap into the collective wisdom of the team and rapidly sort, evaluate, and select the most compelling and highest-potential ideas.
True pictures + true confessions = random-match-made fiction.
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