Eyeforpharma interview “Taking the entrepreneurial approach”

Read this insightful “Taking the entrepreneurial approach” interview conducted by Eyeforpharma on the impact of hierarchy and how executive mindset inhibits adapting to the rapidly changing commercial landscape.  It outlines how “intrapreneurs” and internal “angel investors” can get large, mature organizations moving again!

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Read Intrapreneuring Case Study “Leading Innovation” by Ivey Business School!

The prestigious Ivey Business School of the Western University in Ontario, Canada, published an insightful new teaching case study on intrapreneuring and corporate innovation titled “Boehringer Ingelheim: Leading Innovation” in which the case writers, Professor J. Robert Mitchell, Ph.D., and Ramasastry Chandrasekhar, follow the footsteps of the newly appointed innovation director.

Meant to raise questions and serving as a learning opportunity for graduate students in academic program around the globe, this case study lifts the corporate curtain a bit to show how innovation through intrapreneuring really happens and decision points along the way.

Outline (by Ivey Publishing)

The newly appointed director of Innovation Management & Strategy at Boehringer Ingelheim, a German-based multinational pharmaceutical company, is finding his way forward in his firm’s new, first-of-its-kind role, which is central to the company’s growth rejuvenation strategy. His job has a threefold mandate: to build internal networks, to establish internal structures and to leverage internal ideas. His biggest challenge, however, may be transforming the organization’s DNA. The blockbuster business model that has characterized the company for decades is no longer appropriate. Instead, the firm needs to develop healthcare products available to end users over the counter. This shift in strategy requires innovative changes in distribution, delivery and customer focus. To accomplish this goal, he needs to institutionalize innovation so that it becomes sustainable. But in doing so, he must also identify the metrics for assessing progress. The case provides an opportunity for students to step into the shoes of an innovation leader, to develop an innovation roadmap for the organization in the face of uncertainty and to understand how to engage in innovation leadership at various levels of a global enterprise.

Learning Objective

This case has two key objectives. First, this case provides students an opportunity to grapple with the difficult decisions associated with innovation in an uncertain environment. Second, this case highlights that anyone has the ability to cultivate an entrepreneurial mindset and to lead innovation. The case divides the attributes of an innovation leader into five components: observing, questioning, experimenting, networking and associating. It shows the real-life experiences of a manager doing seemingly routine activities, who evolved into a leader who transformed the DNA of a global enterprise. The case also provides a template of the tasks, responsibilities and value-added changes as an individual moves progressively within an enterprise from an operations manager to a senior manager to an innovation leader. This case can be used either toward the beginning or toward the end of any course that addresses innovation and creative thinking in a large organization. At the beginning of a course, it illustrates the challenges of acting in the face of uncertainty in a large organization. At the end of a course, the case provides an opportunity for students to apply what they have learned about innovation, entrepreneurial thinking and innovation leadership.

‘School for Intrapreneurs” finalist in eyeforpharma awards 2015!

We are honored by eyeforpharma’s announcement for Boehringer Ingelheim “School for Intrapreneurs” to be a Finalist for yet another award: the prestigious eyeforpharma Philadelphia awards 2015 in the Most Impactful Emerging or Global Initiative category!

One juror, for example, believes the Boehringer Ingelheim School for Intrapreneurs adds value beyond the pill to patients and customers: “Great program that ensures that the company keeps up to date and a competitive edge. I also like that everybody has the opportunity to contribute and participate.”

The winners will be announced on April 7th during the upcoming eyeforpharma Philadelphia 2015 conference (from April 7-8th, 2015, Hyatt Regency Philadelphia at Penn’s Landing, Philadelphia, PA.), so join the conference and stay connected via Twitter at #efpPhilly

About the Awards

The eyeforpharma Philadelphia Awards recognize those in the pharmaceutical industry who are driving pharma forwards not just with higher short-term profits, but with better customer innovation, value and outcomes leading to longer-term success.

eyeforpharma’s mission is to make the pharmaceutical industry more open and valued, which means these awards are a literal translation of why we exist. It is our responsibility to shine a light on where pharma does well, to inspire others into similar or better action.

Is Disruptive Innovation a Myth?

When we talk about disruptive innovation, we can easily agree that going from the days of dim candle light and sooty oil lamps to electric light was one of these breakthrough innovations, right?  Its icon, the lightbulb serves as our symbol for a great idea today.

Lightbulb idea (www.istockphoto.com)
(source: http://www.istockphoto.com)

Who invented the lightbulb?

When you ask around “who invented the lightbulb?” the answer “Thomas Edison” first comes to mind – and the answer is wrong!  Truth is that we can give credit closer to 20(!) inventors of the lightbulb! – How so?

Thomas Edison patented the first practical and commercially viable incandescent lightbulb in 1878 and a revised design in 1879.  In addition, he  offered the first efficient electricity supply system for households and businesses, which laid the foundation and cleared the path for mass-producing light bulbs in 1880.  His design was an evolution from previous, inferior designs and enabled by improved technology.

Edison's Lightbulb (source: www.unmuseum.org)
Edison’s Lightbulb (source: http://www.unmuseum.org)

 

Sitting in the dark without Edison?

No worries, we would not stay sitting in the dark.  It appears safe to say that even if Thomas Edison was never born, the practical incandescent lightbulb would have been developed around the same time – by someone else.

Looking back in history, Humphrey Davy invented electric light in 1802; more than 75 years before Edison.  His “arc light” was unsuitable for mainstream application though it found specialty uses even today. Many more designs for incandescent light and lightbulbs were developed by several inventors, but neither were they practical nor suitable beyond demonstration stage. Prominently, Joseph W. Swan built a working prototype of a “light bulb” in 1850 – well before Edison.

Entrepreneurial Competition

Edison had access to improved technology such as a better vacuum pump for his breakthrough design. This technology was not available to previous inventors.  Edison also developed an efficient and economical way to distribute electricity when earlier designs drained batteries quickly.  (A nice example, by the way, on how a product can go a long way when bundled with a complementing service.)

On the flip-side, Edison knew of his limitation too.  He made carbonized Japanese bamboo glow as filament between two electrodes knowing that carbonized Tungsten was the superior material.  However, the technology was not available at the time to produce a thin Tungsten thread.  We had to wait for William D. Coolidge to produce the Tungsten filament for General Electric in 1910, which is still the preferred material to illuminate our modern incandescent lightbulbs today.

This situation is typical and comparable to many big ideas that entrepreneurs work on today.  There is much competition among entrepreneurs, so every good idea usually has a handful of teams working on it independently and head-to-head at the same time.  Thus, it is highly likely that, if not Edison, another inventor would have come up with the lightbulb design we are so familiar with today.

R&D as a Legacy

Perhaps, the even more impactful and lasting heritage of Thomas Edison are not his inventions, useful as they are.  His products such as the lightbulb, phonograph, quadruplex telegraph, mimeograph, etc., have been replaced over time by more advanced technology.

Nonetheless, Edison has changed the way we discover concertedly today. Until his time, inventors matched the stereotypical image of a lonely genius experimenting and inventing in their lair burning the midnight oil over some ambitious idea.  Edison established the first research and development (R&D) organization in his famous Menlo Park lab, where a large number of researchers worked together in an orchestrated way to find solutions to specific problems coordinated strategically and systematically concerted.  Edison has industrialized research!

Until today every research-driven company or organization worldwide follows in Edison’s footsteps!  What an impressive legacy!

Summary

Disruptive innovations tend to have their origin in incremental steps and competition among inventors. First working individually and now increasingly in teams or even distributed R&D organizations across country borders.
A key success factor here is building trust and incentives within the team in order for all individual contributors to share information and findings freely.

The broader, cross-functional approach to research helps to identify ideas and technologies from other disciplines that can serve as stepping stones.  Edison used a better vacuum pump, which made his design possible.  Later, the capability to manufacture a thin Tungsten wire allowed General Electric to take the lightbulb the next level.
As the saying goes, “innovation happens at the intersections of disciplines.”  The development of the lightbulb serves as a nice example proving it to hold true once again.  Thus, innovation benefits by drawing from advances in other disciplines.

So, is disruptive innovation a myth?

Back to our original question, the story of the lightbulb is a great example for a breakthrough innovation with vast ramifications that disrupted and shaped the we live and work around the globe.

It can, however, not be seen as just one big and isolated scientific step but rather a series of many little steps in combination insights from other disciplines including manufacturing, economics and marketing leading to broad adoption that changed the world.

Lightbulb evolution (source: www.thewirelessbanana.com)
Lightbulb evolution
(source: http://www.thewirelessbanana.com)

Only when it all comes together you have a disruptive innovation like Edison’s famous design.  And it was still not the end.  The journey continued to evolve with a Tungsten wire and later fluorescence, halogen and LED lights.

In this light, every disruption seems as yet another incremental step, doesn’t it?

Meet me at Yale’s “Patients and Big Data in Healthcare: Deriving Value and Accelerating Innovation” Nov.11, 2014

Patients and Big Data in Healthcare: Deriving Value and Accelerating Innovation
Nov 11 @ 4:00 pm – 6:00 pm

REGISTER:  https://www.eventbrite.com/e/patients-and-big-data-in-healthcare-deriving-value-and-accelerating-innovation-tickets-12475417309

CURE and Yale, in collaboration with Boehringer Ingelheim, presents “Patients and Big Data in Healthcare: Deriving Value and Accelerating Innovation.” In an increasingly digital age, healthcare stakeholders can access significant amounts of data and knowledge using various platforms. Critically, this “big data,” represents a vast quantity of complex and diverse information. While payers, providers, healthcare experts and the pharmaceutical industry have the capability to analyze this data to gain insight, this information can be overwhelming to patients. This BioHaven event, moderated by Richard Foster, has convened a panel of experts to explore the topic of “big data,” the role of the patient in data analytics, the role of payers and what actionable data represents. Further discussion will explore the state of the art, including discussing national hospital systems using big data and local ones in CT and at Yale. Finally, the discussion will conclude with discussion about effectively incorporating big data into operations and where the field is headed.

Special kudos to my valued colleague Faye Lindsay, who was instrumental in pulling this event together!

Some of the topics the moderator and panelists will consider:

Defining and Exploring the topic

  • Tell us what “big data” means to you and why it is important.  Give us one example which illustrates the best use of big data to date.
  • What is the role of the patient in data analytics?  Does it benefit them?  Do they naturally do it?  How error prone are the data they provide directly?
  • What is the role of the payer in all of this.  Can they get the data they need to better set rates?  Will “big data” help or hurt the payers?
  • What is actionable data?  What are the three major areas where we are making progress?

State of the Art

  • Where is the best state of the art in using data to improve outcomes in the US?  How do we know that is true?
  • What hospital systems or MCOs are most advanced?
  • How are we doing in CT compared to other states?  How do we know?
  • What is the state of the art in healthcare info tech/big data in the US.   Where?  Why?  What do we need to do to catch up?

Unanticipated Consequences

  • Will all this measurement result in intense, and from time time, unproductive rivalries between docs, or hospital systems?
  • How can the providers use “big data” and not put at risk the effectiveness of current medical care delivery processes which have takes years to define and perfect?

Specific Subtopics

  • Big Data and the bottom 5%
  • We know we spend $1.35 T on 5% of the population. Do we know who they are and how we can best treat them.  How much can we expect to reduce the cost, or improve the quality of the health care delivered to these patients?
  • Big Data and Quality
  • Integrating Big Data into Operations, effectively

What is coming?

  • Who is controlling the pace of advance in Big Data these days – Academia (who), the Payers (who?), the providers (who?) the Feds (who and who in HHS/CMS?)  What about the role of the National Cancer Hospitals.  Or other specialized (by disease/condition) providers (e.g. DaVita)

Moderator:

Richard N. Foster, PhD, Emeritus Director, McKinsey and Co; Lecturer, Yale School of Management.

Dr. Foster is an emeritus director of McKinsey & Company, Inc. where he was a Director and Senior Partner. While at McKinsey he founded several practices including the healthcare practice and the private equity practices, the technology practice and innovation practice. From 1995 to 1998 he led McKinsey’s worldwide knowledge development.

At Yale, Dr. Foster teaches “Managing In Times of Rapid Change” and serves as the Executive in Residence at the Yale Entrepreneurial Institute. Dr. Foster’s research interests are in the relationships between capital formation, innovation, and regulation. Dr. Foster has written two best-selling books: Innovation: The Attacker’s Advantage (1986) and Creative Destruction (2001), both of which were cited as among the “ten best books of the year” when they were published by the Harvard Business Review.

Dr. Foster’s work has appeared in Business Week, the Wall Street Journal, the New York Times as well as several dozen articles in research and popular journals. Dr. Foster was recognized as one of their ten “Masters of Innovation” in the past century. He was the external leader of the Concil on Foreign Relations Study Group on Technological Innovation and Economic Performance which led to the publication of Technological Innovation Economic Performance (2001, Princeton University Press).

Panelists:

Harlan Krumholz, MD, Harold H. Hines Jr. Professor of Medicine (Cardiology) and Professor of Investigative Medicine and of Public Health (Health Policy); Co-Director, Clinical Scholars Program; Director, Yale-New Haven Hospital Center for Outcomes Research and Evaluation.

Dr. Krumholz’s research focuses on improving patient outcomes, health system performance and population health. His work with health care companies has led to new models of transparency and data sharing. His work with the U.S. government has led to the development of a portfolio of national, publicly reported measures of hospital performance. These measures also became part of several provisions of the health reform bill. He is currently working with leaders in China on government-funded efforts to establish a national research and performance improvement network.

Dr. Krumholz is an elected member of the Institute of Medicine, the Association of American Physicians, and the American Society for Clinical Investigation. He is a Distinguished Scientist of the American Heart Association. He serves on the Board of Trustees of the American College of Cardiology, the Board of Directors of the American Board of Internal Medicine and the Board of Governors of the Patient-Centered Outcomes Research Institute.

Rishi Bhalerao, MBA, Director of PatientsLikeMe, a free patient network and real-time health research platform.

At PatientsLikeMe Rishi manages major relationships with industry partners. Prior to joining PatientsLikeMe, Rishi spent several years as a management consultant with the Boston Consulting Group (BCG), and more recently, as an innovation consultant, at a firm started by Prof. Clay Christensen of the Harvard Business School. He earned an MBA from the Ross School of Business at the University of Michigan and also holds undergraduate and graduate degrees in Engineering.

You Xi

Director of Business Analytics at Boehringer Ingelheim Pharmaceuticals (BI)and leads a team of analysts conducting analysis across all BI’s portfolio and communicating findings and strategic insights to internal stakeholders (Marketing, Sales, Managed Markets, Sr. Management etc.).

The key deliverables include using various data sources to measure performance, build promotional mix optimization modeling, behavior segmentation, portfolio optimization, etc.  Prior to BI, You was a consultant at ZS Associates and then held various management roles in the pharmaceutical industry including Takeda Pharmaceuticals and Novartis.

Michael Matteo

Mike Matteo is chief growth officer at Optum, where he is responsible for creating and enabling growth across the company. Matteo focuses on the needs and opportunities of Optum’s customers and how the company can deliver creative, innovative solutions that meet their objectives. Prior to bringing his passion for modernizing the health care system to Optum in 2012, Matteo served for four years as chief executive officer of UnitedHealthcare National Accounts, where he expanded the company’s industry-leading position in the large-employer marketplace. Prior to becoming CEO, Matteo led business development efforts for UnitedHealthcare National Accounts, where previously he worked in product development and was instrumental in designing and launching the company’s first consumer-driven product innovations. He joined UnitedHealth Group in 1997 as a strategic account executive, helping many of the company’s largest employer clients meet their health care objectives.

Before joining UnitedHealth Group, Matteo was with Physicians Health Services, where he served the needs of major clients as an underwriting director and senior account executive. He began his career serving in multiple roles with Traveler’s Insurance Companies. Matteo graduated magna cum laude with honors from the College of the Holy Cross, and participated in the Columbia University Executive Management Program. He is on the boards of the MetroHartford Alliance, Hartford YMCA, and Connecticut Science Center, and served as chairperson of the Greater Hartford Arts Council Capital Campaign.

‘School for Intrapreneurs” nominated for 5th annual Corporate Entrepreneur Awards

We are honored that the Boehringer Ingelheim “School for Intrapreneurs” got nominated for Market Gravity announce the fifth annual Corporate Entrepreneur Awards in New York.

The awards will be held at an inspiring new venue, 7 World Trade Center, and include the opportunity to explore some of the top corporate innovations in North America, network with innovation leaders, and hear from our guest speaker from Virgin Galactic.

The awards recognize and celebrate the achievements of individuals and teams who are working within large companies to deliver game changing innovation and growth.

Meet me at the 5th annual Corporate Entrepreneur Awards, New York City, Nov. 4, 2014

After four successful years, Market Gravity is proud to announce the fifth annual Corporate Entrepreneur Awards, and this year the Awards are coming to New York.

The awards will be held at an inspiring new venue, 7 World Trade Center, and include the opportunity to explore some of the top corporate innovations in North America, network with innovation leaders, and hear from our guest speaker from Virgin Galactic.

The awards recognize and celebrate the achievements of individuals and teams who are working within large companies to deliver game changing innovation and growth.