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

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
 

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! 

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

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

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.

June ’16

Stakeholders
When Bill Gates calls Severi to build partnerships (1)

July ’16

Stakeholders
When Roche gets consulted for guidelines (e.g., biosimilars) (4)

September ’16

Stakeholders
When we have a clear roadmap
When we have metrics we can follow

Roche
When we have a clear focus and goal as a leadership team (2)

October ’16

Roche
When we begin to talk with one voice on “what” and “how” (1)

November ’16

Stakeholders
When we have treated more patients with Herceptin (3)

December ’16

Roche
When all SSA employees fully understand roadmaps and goals (1)
When we deliver our promises (13)

February ’17

Society
When cancer plans become a priority for governments (2)

March ’17

Stakeholders
When we can explain our own SSA strategy (2)

April ’17

Society
When healthcare becomes a political topic in countries (1)

May ’17

Stakeholders
MOUs are implemented with all share/stakeholders involved
When we have all stakeholders around the table with us (4)
When Roche is at the table at all key meetings (1)

July ’17

Society
When patient (groups) have a united voice

Roche
When employees have the right skills for the job they have (1)
When we have the right skills in each country to deliver strategy (1)

August ’17

Society
When patients are invited to define health policies (1)

September ’17

Roche
When Roche Academy is launched (1)
When Roche builds the SSA Academy!

October ’17

Stakeholders
When stakeholders say, “We should call Roche” (8)

November ’17

Society
When society asks government for a health plan during elections (2)

Roche
When success stories from SSA are “exported” to other markets

December ’17

Stakeholders
When governments acknowledge cancer is a problem and put money behind it (2)

Roche
When we (Rx/Dx) succeed with pilots

March ’18

Stakeholders
When patients are correctly diagnosed (5)
When we are delivering sustainable solutions to patients together (11)

Roche
When stakeholders see us as one company (Rx/Dx) (3)

April ’18

Roche
When talent leaves for other regions (2)

May ’18

Society
When our products are fully reimbursed (HER)

June ’18

Stakeholders
When we achieve results together (1)

August ’18

Roche
When the succession plan is not a challenge

September ’18

Society
When patients are diagnosed earlier
When there is a screening process in place (3)

Roche
When Roche becomes the employer of choice in SSA

October ’18

Society
When myths about cancer are dispelled (2)

November ’18

Society
When we reduce the cost to follow up (2)

December ’18

Society
When governments increase the % of GDP spent on healthcare

2019

January ’19

Society
When diseases are detected early (breast cancer)

Stakeholder
When patient numbers are multiplied by 10 or more

April ’19

Society
When patients can afford a full course of treatment (4)

Roche
When we have more SSA leaders in EEMEA (8)
When an SSA employee takes a key role in an established market (1)

May ’19

Society
When we successfully kick off 50.50.50 by 2020! (1)
When Roche is the partner of choice (5)

Stakeholders
When we have healthcare coverage for cancer patients (1)
When there is shared value (4)

Roche
When we have a succession plan filled with local talents (9)
When Roche senior top executives have Roche SSA on their CVs (3)
When African leaders produce leaders for mature markets (1)
When SSALT becomes a role model (1)
When SSA is a case study for other regions (2)

2016

January ’16

Stakeholders

Project: Small Cold Chain Box Implementation
Owner: C. Castro
Team: PTSR, PT Program
Finish: December ’16 

Project: Supply Chain, Quality and PT Regulatory Situational Analysis
(Kenya, Ghana, Nigeria, Ivory Coast)
Owner: C. Castro
Team: PT Program, Country Team
Finish: June ’16

Project: Quality Training: Distributors (others?)
Owner: C. Castro
Team: PT Program, Country Quality
Finish: December ’16

23–27 May ’16

Society 

Project: Oncology Partners Mapping
Owner: Charles
Team: Country Access and [unclear on PostIt] Teams
Finish: 24 June ’16

Stakeholders

Project: Country Manager Engagement: Supply Chain Design Model and Quality [unclear on PostIt]
Owner: C. Castro
Team: PT Program

Project: Accessibility Platform Event (in Geneva)
Owner: C. Castro
Team: PT Program
Finish: May ’16

Project: Medichanzo
Owner: Issi
Team: Medichanzo Project Team
Finish: May ’16

Milestone: Content approved
Owner: Vinona
Team: Project Team

Roche

Project: Review Process: Content Improvement for Current Collaboration Projects
Owner: Vinona
Team: Project Team

Project: One Roche Concept Rx/Dx
Owner: Hanne
Team: Jonathan, Joan-Cloud, JP, Andre
Finish: 10–15 July ’16 

30 May–3 June ’16

Stakeholders

Milestone: Medichanzo live
Owner: Issi
Team: Project Team

Project: Hepatitis Brand Plan Training  
Owner: Hameed

Team and Process

Milestone: D List distributed
Owner: Ndeye

Project: Agreement on SSALT technology (business as SR)
Owner: Ndeye

Project: Kickoff Meeting Communication (to all countries) 
Owner: Lisa and Ndeye

6–10 June ’16

Stakeholders

Project: Share [Structural?] Analysis (with country managers)
Owner: C. Castro
Finish: July ’16

Project: Hepatitis Regional Plan Implementation
Owner: Hameed
Team: Medical

Project: COE Evaluation BC12.5 F/U
Owner: Vinona
Team: Medical
Finish: Ongoing

Team and Process

Project: Draft Team Charter
Owner: Ndeye, (Frank), Lisa
Finish: 18–22 July ’16

13–17 June ’16

Stakeholders

Project: Quality Action Plan for Distributors
(Kenya, Ghana, Nigeria, and Ivory Coast)
Owner: C. Castro
Team: PT Program Country Team
Finish: November ’16 

Project: Patient Group Engagement Plan
(Kenya, Ghana, Nigeria, and Ivory Coast)
Owner: Diane
Team: Jenny, Country MA

Project: Medichanzo: Internal Pilot
Owner: Issi
Team: Project and Nigeria Team

Milestone: Medichanzo: Internal awareness completed
Owner: Issi
Team: Project and Nigeria Team

Team and Process 

Project: Communication Plan Draft
(Kenya, Ghana, Nigeria, and Ivory Coast)
Owner: Lisa
Team: Ndeye and Markus
Finish: 25–29 July ’16

20–24 June ’16

Stakeholders

Project: Gap-Based PT Regulatory Plan (Kenya, Nigeria, Ghana, Ivory Coast)
Owner: C. Castro and Countries
Teams: PT Program, Country Team

Project: CA Registry Development AFCRN
Owner: Vinona
Team: IT and Medical 

Roche

Project: Development Days Scope and Alignment
Owner: ?
Team: ?
Finish: ?  

27 June–1 July ’16

Society

Project: Policy Landscape Mapping (documents)
Owner: Sebastien
Team: Country Access Teams

Stakeholders

Project: Stakeholder Engagement Plan
Owner: Dianne and Jenny
Team: SSA Country Access and Leaders
Finish: 25–29 July ’16

Milestone: Reg/NCD/Bio Strategy completed
Owner: Nevena 

Roche

Project: Design Concept and Content or Academy
Owner: ? 
Team: ?
Finish: ?

Team and Process

Milestone: Team Calendar completed
Owner: Ndeye and Markus  

4–8 July ’16

Stakeholders

Project: Recommended Design Model Supply Chain
(Kenya, Ghana, Ivory Coast, Nigeria)
Owner: C. Castro
Team: PT Program and Country Team
Finish: November ’16 

Milestone: Medichanzo: External launched
Owner: Issi
Team: Project and Nigeria Team 

Milestone: Patient GRP Plan completed
Owner: ? 
Team: ? 

Roche

Project: Rx/Dx Concept and Business Model
Owner: ? 
Team: ?
Finish: 12–16 September ’16

11–15 July ’16

Society

Project: Engage Procurement for Policy Agency
Owner: Charles
Team: EEMEA Procurement, SSA Procurement
Finish: 25–29 July ’16

Stakeholders

Project: International BC Summit
Owner: Vinona  
Team: Diagnostics and Medical 

Roche

Milestone: Systematic review of current Rx/Dx completed

18–22 July ’16

Stakeholders

Project: SCCA Meeting
Owner: Charles 

Project: SCCN Meeting
Owner: Charles 

Team and Process

Milestone: Team Charter completed and agreed
Owner: Markus and Ndeye
Team: All SSALT 

25–29 July ’16

Stakeholders

Project: Pathologist Training Framework
Owner: Gilles Erb and Dianne  
Team: Country Medical Managers
Finish: 10–14 October ’16

Project: International BC Summit
Owner: Vinona  
Team: Diagnostics and Medical

Milestone: Stakeholder Engagement Plan completed
Owner: ? 
Team: ? 

Team and Process

Milestone: Communication Plan completed
Owner: Lisa
Team: Markus and Ndeye 

1–5 August ’16

Stakeholders

Project: Tanzania COE Assessment (with BC1.25)
Owner: Vinona, Charles Ngoh
Team: Access and Medical

Team and Process

Project: Organizations Review
Owner: Markus

15–19 August ’16

Stakeholders

Project: SSA Anti-Counterfeit Strategy
Owner: C. Castro
Team: Country/ PTPG
Finish: December ’16

29 August–2 September ’16

Stakeholders

Project: HTA Education Round Tables
(need identification Q4 2016)
Owner: ?
Team: ?
Finish: ?  

5–9 September ’16

Society

Milestone: Policy Landscape Mapping completed
Owner: ?
Team: ?

12–16 September ’16

Stakeholders

Project: Sociology and Economic Burden of Disease White Paper Plan
Owner: Hanne
Team: Dianne, Jenny, select experts
Finish: 5–9 December ’16

Roche

Milestone: F2F Meeting Rx/Dx Concept completed
Owner: ?
Team: ?

19–23 September ’16

Society

Project: Policy Strategy Development
Owner: Charles
Team: Country Managers, Access, Country Teams, and GPA
Finish: 21–25 November ’16

Stakeholders 

Project: Organize Design Meetings (with countries for SC, Q, Reg)
Owner: C. Castro

Roche

Project: Formal Presentation Preparation
Owner: Charles
Team: Country Managers, Access, Country Teams, and GPA
Finish: 31 October–4 November ’16

Team and Process

Project: 2017 Draft Strategy
Owner: Markus
Team: SSALT

23–30 September ’16

Society

Milestone: Mbolo Kickoff
Owner: ?
Team: ? 

Milestone: We Have Your Breast Kickoff
Owner: ?
Team: ?

Milestone: Home Sweet Home
Owner: ?
Team: ?

3–7 October ’16

Stakeholders

Project: Strategy and Roadmap Development
Owner: Markus
Team: SSALT
Finish: 26–30 December ’16

Project: Review Medichanzo Pilot
Owner: Issi
Team: Project Team and Nigeria

Milestone: SSA HER2 Value Dossier completed
Owner: Jenny

10–14 October ’16

Society

Milestone: Policy Strategies Development completed
Owner: ?
Team: ? 

Milestone: Factors for Policy Paper identified
Owner: ?
Team: ?

Stakeholders

Milestone: Pathologist Training in four countries completed
Owner: ?
Team: ?

17–21 October ’16

Roche

Project: MM Rotations (to global) 
Owner: Vinona
Team: Medical

Team and Process

Milestone: Gabon Market Research complete
Owner: Jean-Marl and Hanne  

24–28 October ’16

Society

Project: Country-Specific Policy Strategies Development
Owner: Country Access Head
Team: SSA Policy Team, Country Managers, Access Team
Finish: 21–25 November ’16

Stakeholders

Project: Hepatitis Plan Implementation
Owner: Hameed

31 October–4 November ’16

Society

Project: Procurement: Third Party Agency for Policy Paper Development  
Finish: 5–9 December ’16

Stakeholders

Project: Stakeholder Feedback and Alignment
Owner: Issi
Team: Key Decision Makers  

Milestone: UICC completed
Owner: Vinona
Team: Global Policy Medical/Communications 

Roche

Milestone: Formal Presentation of the Concept and Pilot Plan (+/-Nov)
Owner: ?
Team: ?

Milestone: SSALT and DIA Leadership Team’s decision to “launch”
Owner: ?
Team: ?

Team and Process

Milestone: 2017 Team Calendar completed
Owner: ?
Team: ?

14–18 November ’16

Roche

Project: “Blank Page” Solution Implementation (in pilot market)
Owner: Issi
Team: Key Decision Makers
Finish: 2017 +/- 9 months 

Team and Process

Project: SSALT E04F2F Meeting
Owner: ?
Team: ? 

Milestone: Team structure decided
Owner: Markus

21–25 November ’16

Society

Milestone: Countries Policy Strategies developed
Owner: ?
Team: ?

Stakeholders

Project: Government Engagement: Burden of Disease White Paper
Owner: Charles
Team: Country Managers

28 November–2 December ’16

Stakeholders

Milestone: SSA Incidence and Prevalence Data completed (Borna)
Owner: Jenny
Team: Morse, Medical, MAL  

5–9 December ’16

Society

Milestone: Third-Party Agency for Policy Paper Development hired
Owner: ?
Team: ?

Stakeholders

Milestone: Burden of Disease White Paper Plan completed
Owner: ?
Team: ?

Team and Process

Project: Collaboration
Owner: Lorenzo
Team: SSALT  

26–30 December ’16

Stakeholders

Milestone: SSA Strategy and Roadmap completed
Owner: ?
Team: ?

2017

Stakeholders

Project: Telemedicine
Owner: Issi
Team: EEMEA IT

Project: ASCO International Trainings
Owner: Vinona
Team: Medical

Project: BC1.2.5 BC Summits
Owner: Vinona
Team: Medical and Diagnostics   

Project: East Hepatitis Training
Owner: Hameed

Project: Hepatitis Master Class
Owner: Hameed

Project: ESMO SSA Meeting
Owner: Vinona
Team: Medical 

Roche

Project: Talent Development Centers
Owner: ?

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. 

Moments That
Matter

Learn
From
Investment

Set
the Bar
High

From
Loathe
to Love 

The
Big
Yes

Team 1

Team 3

Roche
Talent

Moment to Respond to:
Ask “why” to Basel and local
Performance review
Business reviews
Talent review
Budget reviews EEMEA leadership team meetings
Development discussion
Compensation cycle
Feedback
Listen carefully
Explain change
Resignation
Explain the strategy and the “why”
After key events
—BR
—GEOS
Allow diversity

Moments to Create:
Workshops on vision and the future
Active coaching
Celebration culture
Safe environment
Create and encourage a speak-up culture!
Recruitment
Recognition
Onboarding
Create and clarify job descriptions
Goal setting
Growth opportunities
—Assignments
Regular employee conversations
Get quality time together with Leadership Team
Share information proactively
Share success stories and painful earnings
More F2F meetings for SSALT
SSA LT and Country LT meetings
Town halls

Team 2

African Future Generations

Moment to Respond to:
First mobile device
First paycheck
First health scare
Getting a job, getting married
Becoming a mother/father
Birth of a child
Buy a house
Driver’s license
Losing a loved one
First funeral
First love
Health rituals
Religious moments (baptism, etc.)
Primary education
Secondary education
Higher education
National service

Moments to Create:
Scholarships/Awards
Curriculum support
Give talks during course
Welcome Day event at university
Gamification of health topic in Africa
Diagnostic Day free of charge
Sex education
Disease Awareness Day
Public Campaign on Value of Health
Employee’s day at camp
Health insurance campaign

Team 4

Ministers of
Health

Moment to Respond to:
Shortage of healthcare providers
Brain drain of Healthcare providers
Evidence of other countries doing better in healthcare
New hospitals
Pressure from advocacy groups
A new (favorable to Roche) guideline
Political crisis
Strikes in health sector
Epidemic
Medicine shortages
Two-year elections
New minister
Sick member of MOH or presidency family member
First Lady championing healthcare programs
Shortly before budget is allocated (get more budget)
World Health Organization/donors pressure and influence

Moments to Create:
Universal healthcare
Emotional stories of success
Survivorship
Media attention
New donor attention
Awareness of need to be active in healthcare
Improved healthcare systems for oncology
Health-related meetings

Team 1

All eligible patients have access to diagnostics and treatments (regardless of funding).

Team 2

Universal health coverage.

We used the negatives from our past to inspire a more positive future for the SSALT.

We used Loathe to Love—a Let Go Drill—to generate ideas for how we might transform the things we don’t like about the SSALT into things we would love—and that would make us even more successful.

From

Non–value added
Lack of common goals
Lack of focus
Lack of data
Slow progress
Uncoordinated planning
Not enough alignment

To

Opportunity to build from scratch:
How we can learn and react
SR SSA mission, visions, objectives, strategy, approach
Use of simple planning tools (e.g., calendar)
Deliverables per person
One Roche (Dx/Rx)

People dying from curable diseases
Disparity
Too unstable to allow long-term plans with government stakeholders

Opportunity to have a big impact in people’s lives:
A sense of purpose
Establish affordable patient programs with government (MOUs)

Connection issues (IT/travel)
Complexity of working
Challenges

Opportunity to review internal processes:
Simplify work processes with smart tools and solutions
Improve IT infrastructure and client services
Better planning
Co-location
Spending time together

From

Legacy of McKinsey slides

To

Select useful slides to use in value check
Use to re-look at the strategy; reassess 

Lack of skills and proactivity

Increase in development opportunities
Increase in training opportunities

Unrealistic goals

Embrace the ambition/aspiration; celebrate!
Find smaller goals to celebrate along the way

Last minute meetings

Embrace the excitement of new challenges
Learn flexibility
Opportunity for project management training

Patients not able to buy our process
Prices of our drugs are too high for Sub-Saharan Africa
Infrastructure
Inequality

Opportunity to engage
Reward (our impact) is so high
Forces creativity
Opportunity to celebrate success (every patient being treated/on treatment)
Can showcase the One Roche Approach

Far from the market

Big excitement when joining the field
Access to global resources
Sub-Saharan Africa employees have opportunities to grow in roles
Ability to take the bird’s-eye view

Corruption

Provide our stance on compliance, ethical standards
Lead by example
Celebrate the noncorrupt

Politics

Help explain processes
Find the good political talents
—Use them externally
—Learn

Sometimes close-minded

Yes, and…
Opportunity to be more thorough in an idea
Rethinking

Non-/Low- inclusive plans and activities

Fresh perspective
—Improve on plan
Co-development plans
Opportunity for engagement
—Dx/Rx
—Re-giving 

From

Ever-changing landscape
Unpredictable

To

Be proud of managing in a complex setting
Enjoy the adrenaline and get ready to stretch yourself

Too much complaining
Slow responses from headquarters
No dedicated headcount in headquarters and local

Be more active—create opportunity for headquarters to better understand
Understand that headquarters does not have just Sub-Saharan Africa—they need to prioritize
Enjoy freedom in a decentralized organization

Fear
Not achieving goals
Pressure, slow takeoff of patient recruit

Are we doing the right things?
Take a step back and realign on strategy
Will it lead to improvement: Trends
Explain what we work on and focus on better
learning organization:
—We know why
—We can change 

Lack of planning
What are we doing, exactly?
Uncoordinated efforts
Lack of focus
Lack of overview of what we want to do

Stay flexible to adjust fears and do not be bothered; celebrate!
Coordinate, prioritize, communicate plans and execution
Measure success (e.g., KPIs, number of patients treated)
Team meetings to follow up and accommodate change
Create and enjoy space for creativity, innovation, and entrepreneurship 

SC gating reviews
Tight tracking

Explain why
Relevant metrics

From

Unclear role of responsibilities
Lack of clarity on process
Who’s doing what?
Logistics

To

Face-to-face teamwork
Improve clear understanding of each other’s roles

Being blindsided
Tech challenges

Video across all Sub-Saharan Africa offices
Pick up the phone and call each other 

Blame culture
Negativity

Be solutions oriented
Ask why
Assume good intent
Improve connectivity speed

Templates to fill in

All work on shared drives
Planning in advance
Explain the “why”
Reality of human resources in small affiliation

Poverty

Access to Roche medications; share access story
A point of discussion and the reason we are here

Too much travel

Enjoy it
Leverage technology
Fewer but longer trips
Fly on Mondays and Fridays, meetings on Tuesdays and Thursdays
Send a junior 

Not adjusting to realities
Last-minute requests/fire drills

Be flexible
Embrace local culture
Set realistic targets

Length of decision
Slow pace
Missing support from global functions

Advance planning
See it as an opportunity to help

We placed a higher value on discovery than being right. 

We used Learn From Investment—a Bet Small Drill—to identify the questions we have about the true nature of our challenge, our opportunities, and what it might take to make our emerging solution work.

The questions we generated were stack-ranked from most difficult to answer to easiest to answer. We converted our most difficult questions into “When” statements (When...we have answered the difficult question), which were then mapped onto our 3-year plan.

Forging a bold path for the Sub-Saharan Africa Leadership Team.

We took time to reflect on what we were accomplishing together.

We learned new techniques and frameworks that will help us become better leaders—and a stronger team.

We made commitments to each other and to Africa to be bold—and to stay bold—in our quest to diagnose, treat, and heal more people in more places.

Thinking wrong produces valuable resources for the challenge your Blitz was designed to address—and other challenges you might be facing. 

Future provides Blitzers with access to the Think Wrong Lab so you can get maximum value from the resources we have generated together. 

Click OVERVIEW below and log in to the Lab for a quick recap of the purpose of the Blitz.

Click BLITZERS below and log in to the Lab to see who participated in the Blitz.

Click GUIDE below and log in to the Lab to access the final guide for the Blitz. Learn how to run a drill by clicking it in the guide.

To view the complete collection of photographs, videos, and audio files documenting your Blitz, click MEDIA below.

• Media is organized by Think Wrong Practice and Drill. Folders titled B Roll or In Action contain photos of Blitzers working together. Folders titled Output contain detailed documentation of what was produced through the drill.

If you cannot remember your password for the Think Wrong Lab, click Get New Password on the login screen and one will be emailed to you.

Happy browsing!