Define our aspirations and the impact we might have.
Find sources of inspiration that might help us elevate our game.
Let go of the orthodoxies, biases, and assumptions that might be holding us back from achieving more.
Generate a rich set of options for how we might accomplish our aspirations.
Quickly explore and evaluate those new options.
Identify and prioritize the big questions and small bets that will help us better understand our challenge and the potential of our emerging solutions.
Take advantage of the collective knowledge, experience, and insight of our colleagues, peers, outsiders, and beneficiaries.
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
The Big Yes!
In a Box
Learn From Investment
Moments That Matter
Impact x Doability
In or Out
The SSALT Strategic Framework emerged over the course of the 3-day Blitz. Our framework describes:
Why what we do matters.
The value we create.
Patient needs are met
Patients continue to benefit and live longer
African youth have the coverage they need
Tailored solutions are sustainable
Trust increases and medical tourism decreases
A shared agenda
Maximum support among all stakeholders
Prioritization is achieved
Access is maintained for the long term
Society has access to healthcare via a strong infrastructure
Government commitment and funding are sustained
An easy solution for Rx/Dx across the value chain
A long-term solution
More patients benefit from all innovative medicine
We are a respected business partner (internal and external)
We prevent corruption
Roche’s motivations are not questioned
A long-term business presence
Employees believe and deliver their best for personal growth
Accelerated learning for employees
Employees are prepared to move on to other roles
How we will achieve our desired impact.
How we go about doing our work.
Embrace and celebrate ambition, aspirations, and success
Partner with governments
Assume good intentions
Be patient centric
Respect local differences and diversity
Seek sustainable solutions
Deliver real value
Seek opportunities to engage
Focus on doing the right things
Set realistic targets
Call each other
Define, share, and live a SSA vision, mission, objectives, and approach
Act to build trust
Be compliant, ethical, open, transparent, fair, and sustainable
Show commitment now and to the long term
Communicate well with teams
Take risks to develop the potential in people
Plan for succession
Seek training opportunities for employees
Operate in a way that is holistic—One Roche (Rx+Dx)
What we are trying to change.
From patient access limitations
To access to innovative medicines
From lives lost without previous diagnosis and treatment
To early treatment and patient network platform,
and available resources associated to communicable diseases
From healthcare systems will worsen
To earlier diagnosis for disease
From patients remain at the mercy of higher prices
To prices are okay for patients
From counterfeit increase in NCBs
To originals only; no corruption; affordable treatment; and data impacting society and people
From low quality of healthcare infrastructure
To building diagnostic capabilities; access to quality medicine; and reaching 90.90.90
From treatment not available
To patients receiving available treatments
From very few people in treatment/care
To sustainable universal health coverage for all; all cancer drugs reimbursed for public
From not enough HCPs
To access to healthcare is a right for everyone; enough HCPs, including oncologists
From lack of adequate triage
To early cancer detection
From poor models of success
To centers of excellence for oncology; a sustainable healthcare system; and high-quality care
From poverty as unchanged/worsened
To socioeconomic gap significantly decreased
From scarce resources
To adequate resources
From mistrust in both directions
To equal partners with a trustful relationship
To holistic joint solutions and shaping NCD healthcare in SSA together
From lack of data to inform decisions
To deeper understanding of the challenge and solutions
From lack of collaboration
To co-design and co-fund activities
From activities not aligned to local needs/low impact
To NGOs and Roche are preferred partners of the governments to solve health issues; joint meetings with government, NGOs, and Roche
From distrust in leadership
To believe and trust in leadership
From not challenging the status quo
To failure accepted as a learning opportunity
From only following your boss
To employees as change agents
From “complainer” mindset
To learning culture and solution mindset
From lots of time on MO5/T3/ T/O
To building the future vision and plan ourselves
What we will do.
Home Sweet Home
Africa for science.
We’ve Got Your Breast
Health insurance for the rest of us.
50% price reduction.
50% diagnosed and treated.
50% patient lives saved.
Increasing access through mobile solutions.
Question raised: What is required to succeed locally?
Question raised: What might we learn about how to work with partners?
Question raised: What else do we need to know about stakeholders?
Lead to grow.
Question raised: How might we stage and deliver this, and what skills do we need?
Just do it!
We used Loathe to Love and Name It—Let Go and Make Stuff Drills—to imagine strategic initiatives and explore their potential to drive impact:
Home Sweet Home
We’ve Got Your Breast
We used La Machine—a Make Stuff Drill—to explore what the SSALT might look like as a machine. We considered the key inputs and outputs involved in our system, and how we might operate.
We used In a Box—a Make Stuff Drill—to explore how we might tell the SSALT Story.
La Machine: Operating Models
In a Box: SSALT Stories
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 stack-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.
Numbers appearing in parentheses below indicate the number of votes received.
When we feel proud