How might Roche Procurement expand the strategic value it delivers to the business—operating as One Procurement? 

On January 26–27, 2016, the Global Pharmaceutical Procurement Leadership Team (GPPLT) gathered in Yountville for the GPPLT Blitz. The Blitz was an intensive, immersive effort to Think Wrong about how Procurement can expand the value it contributes to the business so that Roche might serve and benefit even more patients.

We thought wrong about the impact that the GPPLT might achieve through One Procurement.

Deflection Point
Moonshot
So That...
Eulogy
8-Word Impact
Framer-in-Chief
5 Whys
When...
 

Loathe to Love

Draw It
In a Box
 

Love & Loathe
Impact x Doability
Matters Most
SASU
Waypoints
Dog in a Hat
 

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

The GPPLT had an open and strategic discussion about our talent, culture, strategy, systems and processes, governance, ways of working, and value delivery.

We confirmed the aspiration and strategic intent for One Procurement at Roche:

We want to become a strategic business function delivering more value for the business—and ultimately for our patients.

We reviewed the 2015 GPPLT goals, which were all met or exceeded. We discussed the overall progress made last year, and analyzed where we need to improve.

We stepped back, opened the aperture, and imagined the impact that we might have as One Procurement.

Improve access to health care to create healthier societies.

Engage and champion people to inspire, innovate, and align great things. 

Lead insightful business solutions and deliver breakthrough results. 

We focused on the strategic imperatives that would have the greatest impact and reprioritized our strategic initiatives to support those.

Over the course of the GPPLT Blitz we were able to identify those initiatives that the GPPLT should continue to lead. We used “In or Out”—a Move Fast drill—to help us decide which initiatives to retain, reassign, or retire.

GPPLT Initiative

Innovation (including Category Management and SRM)

Culture and Talent (People)

Business Partner Alignment

We set clear and achievable goals and priorities based on our refreshed strategic imperatives and initiatives.

We used “Waypoints”—a Move Fast Drill—to identify our 2016 goals and priorities—and beyond.

April

Governance:
Open, honest discussion with one voice

June

Talent:
Support each other

July

Talent:
Constructive conflict

October

Governance:
Governance at all levels

Way of Working:
Transparent structure
Portfolio management

December

Talent:
Giving back to the community

Culture:
Strong
Known for delivery

Governance:
Fast and bold decision making

March

Value Delivery:
Empowered to really deliver innovation to Roche

April

Talent:
Easy to work with
Proactive
Dynamic

Ways of Working:
Having the resources to support growth of the business 

Value Delivery:
Easy to engage

June

Talent:
Diverse

Culture:
Strategic mindset
Entrepreneurs and leading organization 

Governance:
Free of bureaucracy

Value Delivery:
Bold strategies that deliver value
Game changers
Known as business leaders
We are business

July

Talent:
Negotiators 

December

Talent:
We are a talent magnet 

Ways of Working:
Effective knowledge sharing across functions

Value Delivery:
Fast and efficient enablers

Quarter 3

Systems & Processes:
Optimized processes
Clear and user friendly

Quarter 4

Systems & Processes:
Exceptional data transparency

Quarter 3

Systems & Processes:
Provide Roche employees with cool automation 

Quarter 4

Talent:
Have 3 potential GMs in GPP

Culture:
New name for Procurement

Value Delivery:
We serve patients...not only for Roche
There’s a pull
 

We identified our three top constituents and explored how One Procurement might best serve them at the moments that matter most to them.

We used “Matters Most”—a Move Fast drill—and “Draw It”—a Make Stuff drill—to identify critical moments during which we might deliver value to key constituents. We created drawings to explore how One Procurement might show up at these important moments.

Talent

Business Partners

Suppliers

We developed clear, concise, and compelling stories for our people, our partners, and our suppliers.

We used “In a Box”—a Make Stuff drill—to tell the One Procurement story to three important audiences.

Talent

Business Partners

Suppliers

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. 

We identified six dimensions of transformation for One Procurement.  

We used “Deflection Point”—a Be Bold drill—to imagine the future if nothing in Procurement changed and to explore the kind of transformation we might be able to lead as One Procurement.

Talent

 

Provide expert advice

Become a talent magnet

Be an attractive workplace

Be attractive to work for

Be known as business leaders

Deliver procurement excellence

Have 3 GMs in GPP

Grow diversity

Ensure that procurement processes and value proposition are part of employee induction process

Develop verbal, written, and leadership communication skills in all procurement people

Culture

 

Have fun!

Be proactive

Show we care for each other

Support each other

Take risks

Be dynamic

Grow reputation for delivering

Engage in constructive conflict

Prove we are innovators

Be strong

Be easy to work with

Speak with one voice

Be entrepreneurial and lead organization

Be empowered to really deliver innovation to Roche

Strategy

 

Be the business

Adopt a strategic and entrepreneurial mindset

Conceive of bold strategies that deliver value

Change the game

Put patients first

Partner within PP to drive deals to Roche

Help to create new economies in emerging markets

Systems & Processes
 

Have the best state-of-the art systems (now)

Have Roche Procurement Technology & Tools be recognized as best in class

Design and implement easy and effective systems

Provide Roche employees with cool automation

Provide exceptional data transparency

Implement super-simple, transparent processes

Be free of bureaucracy

Share knowledge effectively across functions

Eliminate poor-quality service 

Governance &
Ways of Working

Fast and bold decision making

Link governance at all levels of organization to performance management

Be fast and efficient enablers

Have open and honest discussions with One Voice

Focus less on internal issues

Have a transparent structure

Have one global organization

Have the resources to support the growth of the business

Value
Delivery
 

Find the best innovation in the market—and be known for it

Map career paths and facilitate employee exchanges

Be the cutting edge of procurement

Be easy to engage

Seat Procurement Business partners with all Leadership Teams

Generate revenue

Become recognized for delivering supply innovation that impacts patients’ lives

Deliver insights to the business

Create pull for One Procurement’s services

Team 1

Move supplier markets to emerging markets.

Enter into new corporations with other pharma and healthcare companies to deliver across boundaries—destroying those boundaries (i.e., pricing, regulation, etc.).

Use big data in new ways to recruit patients faster.

Team 2

Become the next Rolling Stones.

Co-develop and partner on drug development.

Team 3

Cure cancer.

Become a Central Nervous System company with focus on Alzheimer’s and dementia.

We explored the mindset, values, and approach we wanted to exemplify through One Procurement.

We used “So That...”—a Be Bold drill—to explore how we wanted to go about doing the business of One Procurement and the kind of results that we might produce.

Team 1

In a way that new capabilities develop in EM so that new customer buying power is created, jobs are created, we strengthen society, and bring healthcare to more people. 

In a way that taps into our capabilities and the experiences of others (such as Bill Gates) so that we offer a comprehensive, sustainable solution.

In a way that engages key stakeholders 
so that we gain trust and support.

Team 2

In a way that leverages our suppliers 
so that it’s faster.

In a way that is innovative and limits barriers 
so that we read emerging markets.

In a way that shortens timelines so that we have a bigger pipeline.

In a way that makes people want to follow us so that we have a higher share of voice.

In a way that allows people to support us 
so that we are able to design an overall system. 

In a way that allows diagnosis, access, and treatment to cure cancer so that patients are cured. 

Team 3

In a way that is affordable so that people can afford it.

In a way that is compelling so that we have a relationship to management. 

In a way that creates passion for patients 
so that we offer a better quality of life. 

Team 1

We can build strong societies in EM with our strategic vision and courage.

We can make the healthcare pie bigger. 

We can improve the quality of life around the world because what we build is sustainable, ensured by our procurement. 

Team 2

We can save more lives because we will provide treatments faster and at lower costs. 

We will change our patients’ lives by being invaluable to them.

We will be the glue for our patients. 

Team 3

We will cure cancer so that people will live longer and healthier lives and will be able to give back. 

We will bring different cultures together and leverage that diversity in our companies, governments, and agencies. 

We will be passionate about doing the right thing. 

We explored how we might transform the things we don’t like about the GPPLT into things we could all love. 

We used “Loathe to Love”—a Let Go drill—to generate ideas for how we might make One Procurement even more compelling.

Team 1

Team 2

Team 3

From:
Unclear R&R
To: 
TOM to JDs
Governance model with RACI
Communicate and keep current

From:
Too many committee meetings
Slow or lack of decision making
To: 
Government model RACI
Simplify structure of “procurement”
Increase empowerment and push decision making down
Streamline number of projects into a portfolio
Develop an operating rhythm

From:
Lack of one voice
To: 
Alignment of messages across organization

From: 
Process
To: 
Clear and simple
Sourcing cards

From: 
Lack of transparency
To: 
User-friendly and clear reporting systems
Leverage third parties
Improve reporting, analytics, and data present
Reporting factor
IT support
Stronger alliance with finance

From: 
It’s my budget
To: 
It’s our budget
Become bus. function vs. support group

From: 
Too many rules
To: 
Clearly defined process
Most important rules

From:
Lack of prioritization
To: 
Value messaging
Implement portfolio
Cancel dead-end portfolio

From:
Economy class
To: 
Instead of travel
Provide bunny suits (gowning made from plants)


 

From: 
It's all about savings
To: 
Convey savings into clinical trials
Reward all value
Stop talking about savings

From: 
Bureaucracy
To: 
Simplify governance
Explain the why
Embrace “it is what it is” acceptance
Push down decision making
Streamline our wants

From: 
Lack of portfolio
To: 
Prioritize and build portfolio

From: 
Revisit decisions
To: 
Courageous leadership

From: 
Slow
To: 
Simplify and stop what slows you down

From: 
Pre-alignment meeting
To: 
Eliminate meeting

From: 
3 bids and a buy
To: 
Explain the why

From: 
Ariba
To: 
xRZR

From: 
No clear contact
To: 
Online contact list

From: 
Pay performance
To: 
Transparency about process
Understand funding
Explain KC process

From: 
Compliance
To: 
Demystify compliance

Talent

Engage Our People.

Why that matters:  
Eliminate duplication, become more efficient, share aligned goals, impact, speed up our process

Why that matters:  
Motivate, focus, move faster, progress, plan and execute better, simplify communication, SPOC to supplies, share best practices 

Why that matters:
High energy and able contribution, impact, get the best out of our people, develop and grow

Why that matters:
Workplace fulfillment, pride, sense of accomplishment, great place to work





 

Business Partners

Align with Business Partners.

Why that matters:
Clarity for suppliers, ease, consistency, one system, higher core value, simplify, understand context and ideas, innovative ideas, no duplications, spend transparently

Why that matters:
Focus on business and other opportunities, impact on P+L, repurposing, do more with less, enables procurement-engaged suppliers

Why that matters:
Discover new opportunities, more value, supplier value regulation, agile, new business areas TA's, etc., innovation

Why that matters:
Helping patients, changing the world, growth, new markets, push boundaries

Why that matters:
Meaning, purpose, joy, fulfilling work, changing the world, $, productivity in the economy  

Suppliers

Increase Benefits for Suppliers.

Why that matters:
Global $ big fish, better access to Roche, one=stop shop, ease to do business, we are global, partner of choice, more and consistent
business

Why that matters:
Partners grow their business and reputation, scale up, become more competitive, leads to more business  

Why that matters:
Employ more and better people, efficiencies, flexibility 

Why that matters:
Greater innovations

Why that matters:
$, greater successes