SSALT Blitz Challenge


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SSALT Blitz Challenge



How might the SSALT lead the effort to lay the foundation for sustainable models of healthcare delivery that provide far greater access to Roche diagnostics and treatments for far more patients?

 

On May 18–19, 2016, the Sub-Saharan Africa Leadership Team (SSALT) gathered in Abidjan, Ivory Coast, for the SSALT Blitz. The Blitz was an intensive, immersive effort to Think Wrong about the 3-Year Strategic Plan for the Sub-Saharan Africa region.

 

Our objectives

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. 

Desired outcomes

  • Identification of the needs, opportunities, and tensions we hope to address.
  • A clear and compelling vision of the impact we might have.
  • A clear and compelling purpose statement.
  • Clear expression of the values that will guide how we go about our work.
  • Clear and compelling descriptions of the change we aspire to create.
  • Clear and compelling strategic pillars.
  • Clear expression of the goals, results, and impact we hope to achieve.
  • Options for operating and engagement models.
  • Practical metrics to measure learning, progress, and impact.
  • Prioritized calendar of questions to be explored and milestones to measure progress.
  • Tactics for increasing the probability of success and mitigating the possibility of failure.

 

SSALT Blitz Approach


SSALT Blitz Approach



Think Wrong


We thought wrong about why the SSALT matters, how we might work to achieve impact, and what we might do to achieve it.

 

Think Wrong Practices

BeBold.png

Dare to make a difference.

GetOut.png

Find fresh inspiration.

LetGo.png

Expand what’s possible.

MakeStuff.png

Gain insights through making.

BetSmall.png

Discover what works.

MoveFast.png

Achieve impact sooner.

 
 

Think Wrong Drills

Framer-in-Chief
Deflection Point
Moonshot
So That...

8-Word Impact
Milestone Making
 

 

Love & Loathe
Loathe to Love

 

Picture Me
The Big Yes!
Name It
La Machine
In a Box

 

Learn From Investment

Matters Most
Moments That Matter
Impact x Doability

SASU
Stack It
Waypoints 3-Year
In or Out

Waypoints Incubation
 

 
 

SSALT Blitz Outcomes


SSALT Blitz Outcomes



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

 

The Sub-Saharan Africa Leadership Team had an open and strategic exploration of our deliverables, team effectiveness, ways of working, and processes.

 

 

Our
Strategic Framework


Our
Strategic Initiatives 


Strategy
in Action
 


Telling
Our
Story


Our
3-Year
Plan


The
Next 7
Months


 
 

Our Strategic Framework

The SSALT Strategic Framework emerged over the course of the 3-day Blitz. Our framework describes:

  • Why what we do matters.
  • How we will achieve our desired impact.
  • What we will do to achieve impact. 

Our reason for existing:

Why what we do matters.

We lay the foundation for sustainable models of healthcare delivery that provide far greater access to Roche diagnostics and treatments for far more patients.


Our desired impact:

The value we create.

For Society

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

For Stakeholders

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

 

 

 

For Roche

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


Our strategic pillars:

How we will achieve our desired impact.

 

We will transform society through sustainable healthcare.

We will collaborate with stakeholders to save African lives.

We focus on growing successful businesses—for Roche and our partners.


Our ways of working:

How we go about doing our work.

With Society

Embrace and celebrate ambition, aspirations, and success

Partner with governments

Assume good intentions

Be patient centric

Respect local differences and diversity

Seek sustainable solutions

Experiment

Deliver real value

 

 

 

 

With Stakeholders

Seek opportunities to engage

Focus on doing the right things

Set realistic targets

Call each other

Learn continuously

 

With Roche

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

Plan better

Accommodate change

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)


The big shift:

What we are trying to change.

For Society


For Patients

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 


For Physicians 

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 


For Future Generations

From poverty as unchanged/worsened
To socioeconomic gap significantly decreased

 

For Stakeholders


For Ministers of Health

From scarce resources
To adequate resources


For Funders

From mistrust in both directions
To equal partners with a trustful relationship 

From uninformed
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 

For Roche


For Talent

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


Our strategic initiatives:

What we will do.

 

For Society


Home Sweet Home
Stay put.


L’Afrique Innovative
Africa for science.


We’ve Got Your Breast
Health insurance for the rest of us.

With Stakeholders


50.50.50
50% price reduction.
50% diagnosed and treated.
50% patient lives saved.

Sub-regional activities:

  • SSA pathology training, daily business
  • Hepatitis regional guidance plan implementation
  • PT and PDR Support

Moving Healthcare
Increasing access through mobile solutions.

Sub-regional activities:

  • Cancer registry development
  • Medical education hub

Question raised: What is required to succeed locally?


Mbolo
Come together.

Sub-regional activities:

  • SCCA Meeting
  • Stakeholder policy strategy development (Sebastian)  
  • Strategic Partnership activities ACS+PA

Question raised: What might we learn about how to work with partners?

  • BVGH Partnership

Question raised: What else do we need to know about stakeholders?

With Roche


Roche Leads
Lead to grow.

Sub-regional activities:

  • Benefits review
  • Value story material
  • Value story development
  • Business challenge rotation
  • Leadership team development
  • Communication messaging workshop and agency support
  • Media training for Roche SSALT leaders

Question raised: How might we stage and deliver this, and what skills do we need?


One SSA
Just do it! 

 

Strategy in Action

We imagined strategic initiatives—campaigns, programs, and projects—that might help us achieve our strategic objectives.

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:

For Society
Home Sweet Home
L’Afrique Innovative

We’ve Got Your Breast

With Stakeholders
50.50.50
Moving Healthcare

Mbolo

With Roche
Roche Leads
One SSA

 
 
 
 
 
 

Telling Our Story

We shifted from talking to drawing to gain a deeper understanding of how we might best operate—and how to tell our story.

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



 
 
 

Our 3-Year Plan

We explored what success might look like over the next three years.

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.

 

 


May ’16

When we feel proud

2016

 

June ’16

Stakeholders