GPPLT Blitz Challenge


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GPPLT Blitz Challenge



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.

 

Our focus

  • Business value (over procurement value) 
  • Business partner alignment 
  • Supplier innovation 
  • People 

Our objectives

  • Explore the impact that Global Pharma Procurement might have for the business and patients 
  • Explore how Global Pharma Procurement might best be understood across Roche and the industry 
  • Explore how to tell a compelling Global Pharma Procurement story 
  • Explore what Global Pharma will need to do to keep the promises of that compelling story 
  • Explore and agree how the GPPLT might work even more effectively as a team—and how all of Procurement might operate as One Procurement

Desired outcome

Per the pre-Blitz survey

  • Clarity on GPP decisions vs. RPC to reduce duplication and misalignment
  • Crisp and clear messaging of decision making to reduce the impression of the GPPLT as an uncoordinated bunch of people
  • Prioritization of SFAs to facilitate GPPLT decision making and faster pace of implementation
  • Identification of 3–4 initiatives that the GPPLT can drive to reduce involvement in too many things and improve GPPLT decision making 
  • Charter and governance of the GPPLT to clarify value added by the GPPLT and to empower staff
  • Operational model (TOM) to scale our services and excellence
  • Good performance management that focuses our efforts
 

GPPLT Blitz Approach


GPPLT Blitz Approach



Think Wrong 


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

 

Think Wrong Practices

Dream about the difference we might be able to make.

Seek fresh inspiration for status quobusting ideas.

Imagine what’s possible beyond the biases and orthodoxies that hold us back.

Build to gain greater clarity about the potential of our emerging solutions.

Learn through doing and decrease innovation risk.

Share what we learn and the insights we gain to speed up our time to impact.

Future_Process_Balls_Color_072715.png
 
 

Think Wrong Drills

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

 

 
 

GPPLT Blitz Outcomes


GPPLT Blitz Outcomes



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.

 

 


Our Impact Vision

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. 

 
 


Focused Strategic Initiatives

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



Hand Off to RPC

Retired



Systems and Information

Business Process Excellence

Target Operating Model

Previous Category Management SFA

 


2016 Goals & Priorities

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.

 

February

Culture:
Speak with one voice
We care for each other
Fun

Ways of Working:
GPPLT decision making

2016

 

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


January

Talent:
Career path mapping and exchange

2017

 

February

Talent:
Procurement processes and value proposition become part of employee induction process
Seek expert advice

Value Delivery:
Revenue generation

 

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


May

Talent:
Innovators
Risk takers

Culture:
We are excellent communicators: verbal, written, everyday work
Business, not procurement

Value Delivery:
Suppliers recognize Roche for our unique and exceptional SEM

 

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 


August

Systems & Processes:
Eliminate poor quality
Easy, effective system
Super-simple transparent process
Having the best & most state-of-the art tools and systems

Value Proposition:
Find the best innovation of the market and be recognized
for it

 

December

Talent:
We are a talent magnet 

Ways of Working:
Effective knowledge sharing across functions

Value Delivery:
Fast and efficient enablers


Quarter 2

Ways of Working:
One global organization
Procurement business partners sit with all leadership teams

2018

 

Quarter 3

Systems & Processes:
Optimized processes
Clear and user friendly


Quarter 4

Systems & Processes:
Exceptional data transparency


Quarter 2

Value Delivery:
Procurement provides business insights
Cutting edge  

2019

 

Quarter 3

Systems & Processes:
Provide Roche employees with cool automation 


Quarter 4

Value Delivery:
Recognized for delivering supplier innovation that impacts patients’ lives 

 

Quarter 1

Value Delivery:
Helping to create new economies in emerging markets
Partner with PP to bring deals to Roche

2020

 

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
 

 


Show Up

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


 


The One Story

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


 


GPPLT Blitz Outputs


GPPLT Blitz Outputs



Every Output Is an Input


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. 

 

 


The Bold Path

 

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

 


Aim High

We used “Moonshot”—another Be Bold drill—to envision initiatives with the potential to benefit millions of people. We started to shape a shared vision of what impact means to us, what we aspire to accomplish, and why we believe it is possible.

 

 

 

We allowed ourselves to imagine the full breadth of impact we might be able to lead as One Procurement. 

 

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.

 


IAWTST (In A Way That So That)

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. 

 


Build A Legacy

We escaped the constraints of strategic planning cycles to imagine the difference One Procurement might make for society and future generations.

We used “Eulogy”—a Be Bold drill—to explore what our legacy might be, the obstacles we might overcome, and what people might miss most if we were gone. This drill helped us aim even higher for what we might accomplish together—and produced new and compelling language to describe our value and why One Procurement might matter.

 

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. 


From Loathe to Love

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

 


Why One Procurement Matters

We used “5 Whys”—a Be Bold drill—to get beyond the immediate definitions so that we might understand more fully the real potential for One Procurement to make a difference. 

 

 

We probed to get to the deeper value of One Procurement.

 

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


 

 

GPPLT Blitz Resources


GPPLT Blitz Resources