2016 Diversity, Inclusion, & Life Sciences Symposium ... · 3 2016 Diversity, Inclusion, & Life...

An executive summary of the Center for Healthcare Innovation’s

6th annual Diversity, Inclusion, and Life Sciences Symposium,

the world’s leading annual event focused specifically on

diversity, inclusion, and the global life sciences industry

2016 Diversity, Inclusion, &

Life Sciences Symposium

Executive Summary

https://www.chisite.org/

Table of Contents

Introduction ………………………………………………………………………………

1. Distinguished Welcoming Address ……………………………………….........…..

2. How Does Diversity & Inclusion Drive Innovation ……...…...…………..………

3. Understanding Obstacles to Clinical Trials & Healthcare

for Underrepresented Populations …….....………………..…..……………...…..

4. Distinguished Keynote Address ……………………………………………..…….

5. Addressing the Talent Gap: How to Attract, Retain &

Promote Minorities ……………………………………..…….…...………..……....

Key Contacts ……………………………………………………..….……………..……

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2016 Diversity, Inclusion, & Life Sciences Symposium Executive Summary

Introduction

Welcome to this executive summary of the Center for Healthcare Innovation’s 6th annual Diversity, Inclusion, & Life Sciences Symposium, which took place in Chicago, IL, USA on June 22, 2016. The Symposium is the world’s leading annual event focusing on diversity and the life sciences. It is an interactive and collaborative forum for life science and healthcare executives, entrepreneurs, policymakers, researchers, scientists, technologists, academics, and service providers to discuss best practices, challenges, and opportunities at the crucial interface of diversity, healthcare, and the life science industry. The Symposium featured some of the world’s leading healthcare, life science, and diversity experts coming together in a collaborative setting to discuss the most pressing diversity issues facing the healthcare and life sciences industries in the 21st century. Panel discussions included How Does D&I Drive Innovation, Understanding Obstacles to Clinical Trials & Healthcare for Underrepresented Populations, and Addressing the Talent Gap: How to Attract, Retain & Promote Minorities. The Symposium also featured a Distinguished Keynote Address by Dr. Linda Scarazzini, Vice President of Pharmacovigilance and Patient Safety at AbbVie, and a Distinguished Welcoming Address by Ms. Erica Dhawan, Founder & CEO of Cotential. This executive summary captures some of the insights, ideas, best practices, and new perspectives from the Symposium’s distinguished speakers, panelists, and other experts. It is meant to serve as a summary of the innovative ideas and insights regarding diversity and inclusion for healthcare and the life sciences. We hope it can be a resource for you and your organization as you think about diversity in the 21st century.

Joseph P. Gaspero

Chief Executive Officer & Co-Founder

Center for Healthcare Innovation

Joseph P. Gaspero

Chief Executive Officer & Co-Founder

Center for Healthcare Innovation

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Distinguished Welcoming Address

Ms. Erica Dhawan, MPA, MBA Founder & CEO of Cotential

Co-Author of Bestselling Book

Strategist & Keynote Speaker

Ms. Erica Dhawan is the Founder & CEO of Cotential, a global consultancy that helps organizations accelerate the connectedness of their people, customers, clients and other stakeholders to prepare for the workplace of tomorrow. As one of today’s most provocative business thinkers on the future of work, Erica advises business leaders and companies to lead markets through innovations that matter, create increasing value for customers and clients, deliver sustainable results and ensure future global competitiveness. Erica Dhawan is the coauthor of the bestselling book: Get Big Things Done: The Power of Connectional Intelligence rated #1 on What Corporate America is Reading. An in-demand speaker, Erica has spoken, worldwide, to organizations and enterprises that range from the World Economic Forum at Davos to U.S. and global Fortune 500 companies. Her clients range from Deloitte, Fidelity Investments, Credit Suisse, and Pepsico. Her writings have appeared in dozens of publications, including Fast Company, Forbes, and Harvard Business Review. In 2015, Erica was shortlisted for the Thinkers50 RADAR award, for the management thinker around the world most likely to shape the future of business, management and strategy and was named one of Levo 100’s Transformers alongside Chelsea Clinton and Alexis Ohanian. She serves as a board member to Deloitte’s Inclusion External Advisory Council and Lufthansa Innovation Hub. Erica also serves as a member of the Aspen Institute Socrates Society, World Economic Forum Global Shapers, and the Young Entrepreneur Council. She previously worked at Lehman Brothers and Barclays Capital and served as a research fellow at Harvard’s Center for Public Leadership. She has an MPA from Harvard Kennedy School, MBA from MIT Sloan, and BS at the Wharton School.

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Ms. Erica Dhawan, Founder and CEO of Cotential, and author of the best-selling book Get Big Things Done: The Power of Connectional Intelligence, began the 6th annual Diversity, Inclusion & Life Sciences Symposium with a short anecdote about a figure known as Grandma Denise. Grandma Denise joined a Skype community called the Granny Cloud, a network of women from the United Kingdom that tutor impoverished school children. Professor Sugata Mitra, an educational researcher from Newcastle University, kick-started this rather unusual program when he put Wi-Fi enabled computer kiosks into the poorest areas of India. When approached by some women asking how they could help, Prof. Mitra saw a unique opportunity - and so the Granny Cloud was born. This network of elderly ladies not only helps these children to learn but also benefits them by staying mentally active and maintaining a sense of purpose and importance. Ms. Dhawan then posed the following question to the audience: “how can you, as business leaders, make use of the grannies in your organization?” She then clarified, saying, “how can you access networks far outside your own to get big things done?”

The Granny Cloud anecdote depicts an example of Connectional Intelligence, which Ms. Dhawan defined as, “the capability to consistently drive breakthrough innovation and business results by fully harnessing the power of our networks and relationships.” Connectional Intelligence allows for the leveraging of resources far beyond what is typically available by accessing the power of the collective human mind. Today’s individuals have a unique ability to spread information efficiently, and Ms. Dhawan asserts that the productive 21st-century leader must be able to spread accountability to networks outside of just their business units to harness this power of the collective and affect big change. The traditional methods of delegation of authority and working as an individual, rather than a member of a unit, limits the amount of talent, cognition, and mind power that is available to solve problems, whereas the application of Connectional Intelligence accesses a much wider pool of knowledge to drive innovation more swiftly. Frito Lay, more specifically Doritos, exemplified this principle with the creation of their latest flavor. The idea of the guacamole chip was not conceived in a lab, nor by management, nor even by a customer-wide survey, it came from an employee resource group. The Hispanic employee resource group originally came up with the idea of a guacamole-flavored Dorito to appeal to a growing Hispanic and Latino consumer base. The new flavor is wildly successful, and now various racial- and ethnic-based employee resource groups meet once a year to discuss ideas for the company. This example depicts how organizations can access and leverage the diversity within their organizations to better connect with the diverse consumer population they serve. Ultimately, Connectional Intelligence has the potential for such power only because of the vast spectrum of cognitive diversity throughout humanity. With today’s technology, it is easier than ever to connect people of diverse thought to one another, and it is this commingling of ideas that drives big innovation.

Distinguished Welcoming Address

“Organizations can access and leverage the diversity within their organizations to

better connect with the diverse consumer population they serve.”

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The problem now is not simply making connections to people, but making the right connections to the right networks that enhance the value of an individual or organization. Ms. Dhawan illustrated this point with another anecdote. Colgate toothpaste had just developed a new formula for their toothpaste. This new toothpaste, however, was experiencing flow issues, and the Colgate chemistry department had yet to find a solution. Then an executive suggested looking outside their typical resources. Colgate anonymously posted their problem on a website called InnoCentive, a place where companies around the world share their research and development issues and scientists from around the world can pose solutions. Within a day of posting their problem, Colgate had an answer. A physicist in Canada had come up with a simple and elegant solution which immediately fixed the flow issue. The physicist in question had a rather non-traditional background, and would likely never have been hired by Colgate as a consultant, but he was the correct man for the job. This highlights the importance of making the right connections, as well as molding the problem in such a way that it can access these vast external networks of individuals with a wide-ranging diversity of thought. Since today’s world is so full of information, it is important to not only make intelligent connections, but also to put forth new ideas and opportunities in a way that encourages people to seek out connections with the individual or organization presenting them. All relationships are a two-way street, with both parties collaborating for some mutual gain.

In this era of hyper-connectivity, Ms. Dhawan asserts that three distinct types of the connector have arisen: the thinker, the enabler, and the connection-executor (Figure 1). The thinker has a highly curious personality and can think outside the box to create new ideas. The enabler performs the role of the traditional networker by simply making introductions between people, eventually forming the ties that join to create a vast, interwoven web. Lastly, the connection-executors utilize new technology to mobilize different networks to come together and collaborate for mutual gain. Depending on the role that an individual takes within an organization or team, he or she may exhibit the traits of multiple types of connectors at once. It is important that each type of connector is represented on all teams, to ensure that Connectional Intelligence can be activated effectively. Once all three types of connector are present within an organization or team, the preliminary steps of Connectional Intelligence can begin.

Figure 1: Three Types of Connector: the Thinker, the Enabler, and the Connection-Executor

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Ms. Dhawan then went on to discuss the five key ingredients of Connectional Intelligence (Figure 2). First, there must be curiosity, for only through curiosity can new ideas be generated. Next, a combination must occur, some merging of two individuals or networks and an associated exchange of ideas or services. After this combination, a community forms, which is a group of cognitively diverse individuals working towards a common purpose. Most importantly this group must have the courage to push the existing boundaries and put their new ideas out in the public space. Once these four steps have occurred, the final step is combustion, as the power of Connectional Intelligence accelerates innovation and success.

Organizations wishing to access the power of the collective must have one prior prerequisite, according to Ms. Dhawan: inclusivity. To introduce Connectional Intelligence into an organization, first, a cultural paradigm shift must occur. People must feel that they are included and doing important work, even though, by using Connectional Intelligence, companies may be utilizing outside networks to move forward. The prevailing mindset of that company must allow for creativity and occasional failure, and the overall climate must be conducive to the transfer of diverse ideas, for ultimately, without an inclusive atmosphere, all innovation is stifled.

Connectional Intelligence - the leveraging of atypical resources and networks to get big things done - draws its power from humankind’s diversity. Organizations can only generate radical, groundbreaking ideas in a diverse atmosphere. It relies on making the right connections and having a team comprised of the three types of connectors. Once the team has all the types of connectors, curiosity leads to combination, which forms a community that exhibits the courage to fuel a combustion of energy, thus driving rapid innovation. Before any of this can happen, however, the overall culture of an organization must be inclusive to facilitate the sharing of diverse ideas. Without an inclusive environment and the sharing of diverse ideas, the innovation that allows organizations to access Connectional Intelligence in the first place will never have a chance to flourish.

Figure 2: Five Key Ingredients of Connectional Intelligence

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How Does Diversity & Inclusion Drive Innovation

Dr. Marty Martin, PsyD, MPH, leads a portfolio of degree programs from the Health Sector Management MBA to the MBA/MPH at DePaul University. Throughout his career beginning as a clinical health psychologist and including his past roles as Director of Diversity at The Johns Hopkins Hospital, Marty has launched innovative programs in higher education and healthcare by identifying, leveraging and nurturing diversity. His track record as an innovator and entrepreneur has resulted in Marty speaking around the world and locally on the link between diversity and creativity, innovation and design thinking. In the Chicago area, he has been invited to speak at AbbVie, Baxter, and major health systems such as Advocate. As an academic, he has authored two books, numerous book chapters, and over 100 refereed articles. His work has been featured in the Wall Street Journal, USA Today and Chicago Tribune.

Dr. Ian Davies, PhD, is Executive Director, Chemistry, Merck Research Laboratories. Ian joined Merck as a Senior Research Chemist in 1995. Since then, Ian has developed broad experience within Merck across Process Chemistry, Discovery Chemistry, Labeled Compound Synthesis and RNA Therapeutics. Ian has taken leadership roles of functions in the US, Canada, and the UK. He has completed Chemical Manufacture and Control regulatory

filings to support WMA, and completed manufacturing demonstrations in New Jersey and Puerto Rico. Ian has led Early and Product Development Teams and served as a member of the Preclinical and Early Development Project Review Committees. Ian has published over 125 articles and is co-inventor on 10 granted product, process and technology patents. Ian is a member of the American Chemical Society, the American Association for the Advancement of Science, and the Royal Society of Chemistry. Ian has served as an ad-hoc member on the Synthetic Chemistry and Biology and the Drug Discovery and Molecular Pharmacology NIH study sections. Ian is passionate about identifying ways diversity and inclusion can help drive innovation.

Mr. Doug Harris, is the Chief Executive Officer of The Kaleidoscope Group with over 20 years of experience in the field of diversity & inclusion consulting. Prior to joining Bea Young Associates in 1993, Doug worked for several years as a consultant and trainer for Harbridge House, Inc. where he facilitated diversity & inclusion education sessions with senior executives of Fortune 500 organizations. Today, as the leader of The

Kaleidoscope Group, Doug empowers organizations to achieve their diversity and inclusion goals. His knowledge and expertise guides organizations through the creation of customized strategies that address the specific diversity needs of the business.

Dr. Wm. Thomas Summerfelt, PhD, is the Vice President of Research & Innovation at Advocate Health Care. Dr. Summerfelt earned his PhD from Vanderbilt University and focused his doctoral and post-doctoral training on Health Services Research. He has held faculty appointments at Vanderbilt, Michigan State, and University of Chicago. His scholarly work focuses on effectiveness research, program evaluation, and value-

based analysis. At Advocate Health Care, he has used his university experiences to craft innovative approaches to research administration and support to investigators while focused on patient outcomes, compliance, efficiency, and effectiveness.

Dr. Scott Treiber, PhD, MBA, is Executive Vice President, Biopharmaceutical Development & GM at Chiltern. He is an experienced professional with over 20 years of increasing responsibility in the biopharma and device industry. Dr. Treiber has expertise in clinical operations, clinical development, medical affairs, data management/statistics, pharmacovigilance/safety and medical writing. He also has broad therapeutic expertise

in CNS, oncology, hematology, pain, cardiovascular, renal, anti-infectives, and respiratory. Dr. Treiber also has experience with managed budgets (>$100M), resources, metrics and quality systems. His prior roles include Senior Vice President & General Manager, Neuroscience at inVentiv Health Clinical; and VP, Global Clinical Operations & Medical Affairs at Hospira.

Mr. Julius Pryor III is Head of Innovation, Diversity & Inclusion at Genentech. Julius considers Diversity & Inclusion strategic force multipliers that drive innovation. He talks about Clarity, Quantum Thinking, Hyper-Collaboration, and Agility. He’s held executive level jobs at Johnson & Johnson (J&J), Coca-Cola Enterprises (CCE), Russell Athletic, Abbott Labs, and Takeda Pharmaceuticals. He was Vice President of

Global Diversity at both J&J and at CCE. Julius was a U.S. Navy Captain, Surface Warfare Officer and instructor for the Navy Officer Leadership Development Program. Julius’ recently published his first book: Thriving in a Disruptive World: 6 Critical Concepts for Navigating the 21st Century.

Mr. Stephen Morales, MBA, is a Director in the Life Science Practice at Navigant Consulting with over 18 years experience in the Healthcare and Life Science industries. He brings his clients expertise and experience developed from managing pharmaceutical and medical device teams to launch products in the US, Europe and Emerging Markets. Stephen successfully launched several cardiovascular, women’s health and OTC

products across three continents for a range of organizations. He also worked in medical device companies where he led cross-functional teams to develop cutting edge cardiovascular and neurovascular devices through IDE, 510(k) and CE mark regulatory pathways. He retains his passion for bringing innovative biomimetic medical device designs to market. As a leader in Navigant’s Chicago office, Stephen specializes in the interaction of US supplier (pharmaceutical and medical device companies), providers and payers in the changing US healthcare environment. Stephen received his MBA from Duke’s Fuqua School of Business with a concentration in health sector management and his engineering degree from MIT.

PANELISTS:

2 MODERATOR:

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Panel moderator, Dr. Marty Martin, an esteemed psychology professor at DePaul University, began the discussion by first asking the panelists to define diversity, inclusion, and innovation. After an open dialogue, diversity was determined to have two distinct traits: inherent and acquired (Figure 3). Race, gender, ethnicity, height, and other immutable physical characteristics compose a person’s inherent diversity. Acquired diversity, on the other hand, is comprised of the total of a person’s experiences and opinions that make him or her truly unique. This two-pronged definition underscores the important fact that, even if an individual does not fit into the classical standards of diversity, which historically has meant racial or ethnic diversity, he or she still brings a cognitive diversity of thought borne of particular life experiences. Inclusion, as defined by the panelists, is a systemic mindset and organizational-wide culture that everyone has importance, and everyone’s opinion should be heard. Lastly, innovation is an ongoing process of change that comes about as a series of small steps rather than one giant leap. With these key terms now defined, the debate for the remainder of the panel centered around two key questions. First, how do diversity and inclusion drive innovation? Second, how do organizations create a culture that fosters diversity and inclusion? The panel then concluded with a discussion of the tangible, attainable benefits of diversity and inclusion. Dr. Martin drove the conversation forward by posing a question to the panelists: how do diversity and inclusion drive innovation? One of the expert panelists offered the following analogy about the potential power of diversity: 1+1=1, if two people refuse to cooperate and hear each other’s ideas, 1+1=2 if two people respect one another, and 1+1=3 if the two people listen to and collaborate with one another. This analogy illustrates the concept that the positive exchange of ideas can lead to a constructive synergy, while the lack of collaboration can stunt progress. Having a diverse workforce allows a wide variety of thought to circulate, resulting in parsimonious problem-solving and well-rounded ideas for expansion. Generating several different ideas allows for the formulation of more effective solutions. Several business metrics support this almost intuitive observation that diversity drives innovation. Organizations in the top quartile for ethnic diversity are 35% more likely to outperform companies in the bottom quartile. Additionally, organizations in the top quartile of gender diversity are 15% more likely to outperform their less diverse counterparts, ergo diverse companies, on average, are moe profitable than less diverse ones. The term “outperform” means financially operating above the national industry average [1], and having a diverse workforce has a clear impact on the bottom line. While diversity of thinking is a clear way to create innovation, to really drive ideation, an organization must have a

How Does Diversity & Inclusion

Drive Innovation

Figure 3: Two Types of Diversity: Inherent and Acquired

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culture that makes the workplace a safe space to share new ideas. The topic of discussion then shifted to the question: “how do you create a culture that fosters diversity and inclusion in the workplace?” One expert panelist mentioned that, paradoxically, to create an environment that encourages sharing of new ideas, individuals first need to be courageous and start sharing. Often, existing hierarchical business structures, while organizationally very practical, may intimidate people into not voicing their opinions. To fuel this change, top executives should encourage the sharing of new ideas. Moreover, organizations should make spaces where people from all different departments can collaborate and create interdisciplinary solutions to organizational -wide problems. Fostering a safe space solely for free conversation is not enough. All innovation is a trial and error process, and many times individuals may be afraid to put their ideas forward for fear their proposed solutions will fail, and they will lose respect and credibility. This new culture must also accommodate the eventuality of failure, and make failure acceptable, so long as it becomes a learning experience and is not repeated wantonly. Once new employees enter the organization, they need to be introduced to this culture of inclusivity immediately. One way to achieve this acclimation is through mentorship. Through mentoring, new talent has an opportunity to learn from experienced veterans and feel included in the operations of the organization. In fact, organizations could start even sooner by mentoring and sponsoring promising young talent in the community in which they are located. Management making diversity and inclusion a priority is paramount to engendering this new culture. After all, actions do speak louder than words. The business arena is rapidly changing, so it may seem impractical to focus time and effort on diversity and inclusion when, almost daily, new challenges arise. However, diversity and inclusion will generate significant benefits in the long term. These benefits manifest themselves in the form of new innovative ideas that help drive both the organization and the industry forward. Diversity in the workplace can often lead to disagreement and resistance. So long as this dialogue does not become hostile, it shows that an important exchange of ideas is occurring. As one expert panelist asserted, “resistance is the first step to a true understanding and productive debate.” Creating a diverse workforce does not simply add some esoteric beneficial atmosphere to an organization. Rather, it has a positive impact on the bottom line. In a report by Catalyst, a non-profit research organization dedicated to the acceleration of workplace inclusivity, organizations with gender-diverse boards and management had a higher return on equity, return on sales, and return on invested capital, and these organizations bounced back faster from market crashes. Additionally, researchers found that J. C. Penney stores with racial and ethnic diversity mirroring that of the communities in which they are located had higher productivity, customer satisfaction, and sales, ultimately generating a total increase in profits estimated at $69 million for the company. Lastly, diverse teams among Fortune 500 boards had higher levels of innovation, and better problem-solving effectiveness than less diverse boards [2]. For the benefits of diversity to come to fruition, the culture of an organization must become inclusive and allow for open sharing of ideas, as well as occasional failure, as innovation can only occur through trial and error.

In conclusion, diversity has two components: inherent and acquired. Every individual regardless of race, ethnicity, or gender brings a unique cognitive diversity as a result of their opinions and upbringing. The merging of diverse ideas will cause some friction, but as long as the conversation does not turn hostile, this simply indicates the first steps towards collaboration and mutual understanding. The benefits of diversity include faster problem solving and increased innovation, which is manifested as a greater financial success. Organizations need to develop the whole workforce to generate a culture of inclusion and foster new talent in a diverse and innovative space. As one expert panelist said, “only by learning about each other’s diversity can we look past each other’s differences and collaborate effectively.”

“Organizations with gender-diverse boards and management had a higher return on equity, return on sales, and

return on invested capital, and bounced back faster from market crashes.”

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Understanding Obstacles to Clinical Trials & Healthcare for Underrepresented Populations

Dr. Owen Garrick, MD, MBA, is President & COO of Bridge Clinical Research. Bridge Clinical is a global patient recruitment healthcare communications company. It is also the leading company focused on increasing the participation of minority investigators and patients in clinical trials. Dr. Garrick was formerly Director of Corporate Strategy and M&A at McKesson. Prior to McKesson, Dr. Garrick was Global Head of M&A Negotiations at Novartis. Previously he was at Goldman Sachs in New York. Dr. Garrick earned his MD from Yale, MBA from Wharton. He holds an AB from Princeton University. Dr. Garrick also serves on the boards of Sutter Health, the American Psychiatric Association Foundation and Samuel Merritt University. He was confirmed to the HHS Secretary’s Advisory Committee on Human Research Protections in 2012.

Ms. Almenia Garvey, MS, is Director, Health Care Alliances at ICON Plc. With over 20 years of clinical research experience, she is a strong leader and proven relationship builder. Almenia is a site relations expert who specializes in minority recruitment, site selection strategy, investigator identification and investigator relationship management. ICON plc is a global provider of drug development solutions and services to the

pharmaceutical, biotechnology and medical device industries. Her prior role was Associate Director, Site Alliances at PAREXEL. Her education includes a M.Sc., Communication, Advertisement and Public Relations from Ulster University.

Ms. Cary Passaglia, MS, is Administrative Director, Clinical Research Office at Robert H. Lurie Comprehensive Cancer Center of Northwestern University. She has extensive clinical trial and research expertise. Her prior roles include Associate Director of Clinical and Affiliate Operations at Robert H. Lurie Comprehensive Cancer Center of Northwestern University, Clinical Research Project Manager at Northwestern University, and Clinical

Research Coordinator at NorthShore University HealthSystem. Her educational background includes MS, Regulatory Compliance, Northwestern University.

Ms. Dorcas Lind, MPH, is President and Founder at Diversity Health Communications. She is a diversity and inclusion and public health strategist with cross industry experience in pharma, clinical trials, government, non-profits, and philanthropy. Dorcas is able to apply communication skills and emotional intelligence to solving complex business challenges including D&I integration, corporate branding and positioning,

employee engagement, CSR, advocacy relations, and patient empowerment. Her educational background includes an MPH (Behavioral Science/Health Education) from the University of California, Berkeley.

Ms. Bernadette Tosti is the Head of Patient Recruitment Programs at Quintiles. Bernadette brings nearly 10 years of healthcare marketing, clinical trial recruitment and retention, and digital recruitment technology experience to her role at Quintiles. Prior to assuming her role as Head of Patient Recruitment Programs, Bernadette was responsible for Quintiles’ Health Engagement & Communications’ clinical business

development including strategic insight on digital patient engagement solutions for recruitment and retention. Previously, Bernadette served in patient recruitment and product marketing roles in various organizations. During her tenure at Quintiles, she has helped develop innovative technology solutions for recruitment of patients into clinical trials and supported development of Quintiles’ patient communities. Bernadette has spoken at several industry conferences on the impact of patient recruitment and retention solutions on clinical trial enrollment performance. Bernadette holds a BA in English from Boston College.

Ms. Sheila Thorne is President and CEO of Multicultural Health-care Marketing Group and Associate Clinical Professor at Stony Brook University School of Social Welfare. She Thorne has spent more than two decades designing and implementing clinical trial recruitment and retention programs, cultural competency training programs, health education and media campaigns for racially and linguistically diverse populations. Born in the South Bronx and a former high

school teacher of foreign languages, she has spent her career working for the pharmaceutical industry throughout North America and for six years, worked on multinational health campaigns in Western Europe and in six countries in Latin America. Committed to the elimination of racial and ethnic health disparities, Sheila is published in Pharmaceutical Executive, Medical Marketing & Media, PharmaVoice, Society for Clinical Research Sites newsletter and the American Journal of Multicultural Medicine.

Dr. Coleman Obasaju, MD, PhD, is the U.S. Medical Director, Oncology at Eli Lilly and Company. He received his medical degree at the University College Hospital, Ibadan, Nigeria. He then went on to pursue postgraduate training in clinical pharmacology and medical oncology in England at the Christie Hospital and the University of Manchester, obtaining both a master’s and a doctorate degree. A former Audrey Mayer Mars Oncology Fellow, Dr. Obasaju completed

an internal medicine residency program at the University of Pennsylvania Health Systems and then went on to a combined fellowship in medical oncology/hematology in the U.S. at Fox Chase Cancer Center and Temple University Cancer Hospital, both in Philadelphia. He obtained a Clinical Investigator Training Program Fellowship awarded by the National Cancer Institute prior to joining Eli Lilly and Company in 2001. Additionally, Dr. Obasaju served for four years as a member of the American Association for Cancer Research Minority in Cancer Research Council. In that role, he provided more visibility to the scientific contribution of minority scientists and developed strategies to improve the pipeline of future minority investigators.

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PANELISTS:

MODERATOR:

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According to the FDA, 2016 is the year of diversity in clinical trials. Several minority groups are woefully underrepresented in clinical trials. As of 2012, data suggests African-Americans represent 12% of the U.S. population but only 5% of clinical trial participants. Additionally, Hispanics represent 17% of the U.S. population but only 1% percent of clinical trial participants. In a country where minorities are estimated to outnumber Caucasians by 2043 and comprise up to 57% of the population by 2060, the inclusion of individuals of varied races, ethnicities, ages, genders, and sexual orientations in clinical trials can help prevent disparities in the evaluation of potential new medicines. As America is projected to become a majority-minority nation by 2043, it is clear to see that a similar proportion of people of color must also be a part of drug studies to ensure that these new medications are safe for all. DNA sequencing has shown that everyone is unique, but certain racial and ethnic groups have a prevalence of particular genes that may affect how they react to certain treatments. For example, Pacific Islanders are not able to convert the common antiplatelet drug Clopidogrel, also known as Plavix, into its active form. Additionally, Bidil - a drug for the treatment of heart failure – is twice as effective in African Americans than Caucasians. Greater minority representation in clinical trials is not just better science; it can help avoid life-threatening situations and adverse events in the future. After a lively and spirited dialogue, the panelists defined seven major barriers to diversity in clinical trials. First and perhaps most prominently of all, is a deeply rooted lack of trust by minority communities with regards to clinical trial

Understanding Obstacles to Clinical Trials &

Healthcare for Underrepresented Populations

Figure 4: U.S. Demographics vs. Clinical Trial Diversity

2016 U.S. Racial Demographics 2016 Clinical Trial Diversity

SOURCE: Center for Healthcare Innovation, “The ABCs of Why Diverse Clinical Trials are Important” & The United States Census Bureau

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participation. One expert panelist mentioned that, in a study conducted by a major pharmaceutical company, 85% of respondents indicated that they were distrustful of clinical trials. Additionally, according to the Edelman Trust Barometer, the pharmaceutical/healthcare industry is among the least trusted by consumers, with only 47% public trust in 2016 - a figure that has dropped precipitously from 2015. One reason for this mistrust is the Tuskegee Syphilis study, in which rural African-American men with syphilis were given a placebo under the guise of medication to study the symptoms of the late stages of the disease [3]. Another reason for this mistrust is the lack of minority healthcare providers. Only 6.4% of physicians identify as Hispanic, and 5.9% as African American [4]. Building trust cannot occur overnight. Possible solutions include meeting with prominent community leaders and listening to their feedback on what could be improved; ensuring adequate efforts to educate the public about the benefits of clinical trials; underscoring the importance of clinical trials for the furthering of science and the health of future generations. One expert panelist mentioned that the community is a very important aspect in the lives of many minority groups, and emphasizing the benefits of clinical trials for the health of the community may help to persuade new candidates to participate in studies. Most importantly, the patient needs to come first, and only with long-term, positive service can trust be won back on such a large scale. Another major barrier is the complexity of clinical trial protocols. To combat the complexity of clinical trial protocols, research teams can meet with participants and take suggestions on what they need to conform to the

“One expert panelist mentioned that, in a study conducted by a major

pharmaceutical company, 85% of respondents indicated that they were

distrustful of clinical trials.”

Figure 5: U. S. Demographics 2000-2060 (Projected)

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protocol. Additionally, research teams and regulators should collaborate to streamline protocols, resulting in minimal change in the daily activities of the patient. It is important to engage Institutional Review Boards (IRBs) to make the protocol simpler. One preferred suggestion was to change the current studies into observation studies, which have far fewer exclusion criteria, as well as more closely mimic real-world scenarios. Lastly, according to one expert panelist, researchers must “think global, but act local.” This means that the general protocol must be universal, but there must be some leeway to allow for extenuating circumstances. Ethnic and cultural practices may also conflict with protocols. It is important that researchers are culturally sensitive and can tailor the informed consent to address the cultural needs and concerns of certain populations to assuage doubts. Protocols should include allowances for cultural practices to make participation easier. Additionally, certain sites of the study must be located in areas with minority residents to facilitate transportation and bolster minority recruitment. Even once patients enrolled in trials, retention can be challenging, especially in double-blind studies. One proposed solution was to foster a sense of community among the research participants. By creating a newsletter, or perhaps

having monthly meetings, participants can share stories to stimulate excitement and momentum to finish the trial. Another tactic to encourage participants to remain in trials is to ensure the researchers check up on patients frequently. This shows a sincere sense of caring and genuine commitment to patients that may bolster the spirits of clinical trial participants. Additionally, patient feedback and social media monitoring can be used to alter protocols to minimize the change in daily activities, thus cultivating a program that is more conducive to long-term retention of participants. While the previous obstacles for minority participation in clinical trials have been largely due to a disconnect between minority communities and pharmaceutical companies, barriers can exist within pharmaceutical companies themselves. Organizations may not allow minority-specific targeting for fear of lawsuits or the appearance of political incorrectness. Researchers should appeal to IRBs to make the targeting of minority participants a higher priority within the industry. This targeting does not indicate any bias, but can help minority groups feel included and important. Another breakdown in communication can occur between the pharmaceutical companies and physicians. Physicians may not know all of the trial opportunities that are available at any given time, and may, therefore, be unable to refer patients that fit the selection criteria. Additionally, physicians are concerned that they may lose their patients to different healthcare providers as a result of these trials. Pharmaceutical companies can send representatives to physicians practicing in largely minority communities to discuss new trials, as well as allay any concerns they have. Additionally, researchers can keep the general practitioners of clinical research participants appraised of any new developments in the patients’ health. Lastly, pharmaceutical companies can invite physicians to meetings regarding new studies to keep them up-to-date on the most current trials and nurture trust. The final, somewhat controversial, topic of discussion was the lack of an FDA mandate for a certain amount of diversity in clinical trials. This barrier to minority representation in clinical trials is rather more indirect, as the FDA’s inaction on the matter has not created more of an obstacle to minority recruitment, but a mandate would surely bolster it. While

“It is important that researchers are culturally sensitive, and can tailor the

informed consent to address the cultural needs and concerns of certain

populations in order to assuage doubts.”

15


several panelists agreed that the FDA should issue a mandate, as lack of diversity in clinical trials puts large portions of the population at risk for adverse events, some voiced their dissent. One expert panelist posed an example of the potential problems of having the effectiveness of a drug ranked by racial subgroup analysis. The medication Bidil, mentioned earlier, has a higher efficacy among African Americans, and was thus put on the market for “self-identified African Americans.” Physicians balked at this labeling, as it forced them to ask personal questions regarding the patient's race and left them little room to prescribe different medications. Additionally, physicians would have a hard time prescribing medications, such as Bidil, “off-label” to members of other races, even though these treatments may improve the patients’ health, all because of the race-specific analysis of the medication. This expert panelist suggested that the FDA has likely not yet issued a mandate to avoid dealing with the backlash from more drugs that forced physicians to intrude into the lives of their patients and gave them little room to choose which type of medications to prescribe. To resolve this involved and complex issue, one expert panelist suggested that the only solution was transparency between pharmaceutical companies, the FDA, and physicians to allow patients and their healthcare practitioners to understand the true meaning and implications of such pharmaceutical labels. These seven barriers, though formidable, are not an exhaustive list. A failure to communicate, whether that failure is between the pharmaceutical company and the patient, the pharmaceutical company and the physician, or even within the pharmaceutical company itself, is the ultimate root cause of the lack of minority participation in clinical trials. The rebuilding of these channels of communication and trust can only happen with time. While several barriers to increased minority representation within clinical trials remain, they can all be addressed with increased transparency and honest commitment to the betterment of the patient’s life and well-being.

Figure 6: Seven Major Barriers to Diversity in Clinical Trials

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Distinguished Keynote Address

Dr. Linda Scarazzini, RPh, MD Vice President, Pharmacovigilance &

Patient Safety

AbbVie

Dr. Linda Scarazzini is the Vice President of Pharmacovigilance and Patient Safety at AbbVie. She was formerly Vice President of Medical Safety Evaluation at AbbVie. Dr. Scarazzini has worked in the pharmaceutical industry for 16 years. In 2016, she was selected by her industry peers to serve as the BioPharma Representative on FDA Drug Safety and Risk Management Advisory Committee. Prior to joining AbbVie, Dr. Scarazzini served as the Director of the Division of Pharmacovigilance in the Office of Pharmacovigilance and Epidemiology at the FDA’s Center for Drug Evaluation and Research (CDER). She began her career in pharmacovigilance at Sanofi-Aventis, rising to the level of Associate Vice President of Pharmacovigilance and Risk Management. Board-certified in Internal Medicine, Dr. Scarazzini was Chief Medical Resident at The Graduate Hospital of the University of Pennsylvania. She graduated Summa Cum Laude with a pharmacy degree from Philadelphia College of Pharmacy and Science. She has co-authored several publications on postmarketing signal evaluation and risk management. In addition to presentations at industry meetings such as Drug Information Association, she frequently presents on leadership. She is a 1994 graduate of Temple University School of Medicine.

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The Distinguished Keynote Speaker, Dr. Linda Scarazzini, Vice President of Pharmacovigilance at AbbVie, began by entreating the audience to make diversity and inclusion personal. She connected several points of the previous panels around the core idea that, unless individuals are passionate about of diversity and inclusion, it will remain just hyperbole and meaningful change is unlikely to occur. As a physician herself, Dr. Scarazzini accentuated the importance of diversity in clinical trials, as well as a more patient-driven model of care, in which the patient takes more control of their health. To advocate this patient-oriented healthcare system, Dr. Scarazzini mentioned the need for simpler informed consent. Next, she discussed the trust issues that often plague the healthcare industry, as well as possible solutions. Lastly, she asserted that diversity and inclusion could solve many issues, but can only come about with bold, brave actions to further innovation and create a change in the culture of an organization. Patient safety is critical, and can be ensured by good healthcare. “Good healthcare can be achieved,” she stated, “when patients meet with providers that have passion and use good processes.” Each individual is unique, according to their DNA, so drugs operate differently for each person. Diversity in clinical trials is therefore of the utmost importance. Furthermore, Dr. Scarazzini asserted that an FDA mandate for diversity, which many consider long overdue, would not solve the problem, but rather just lead to the cancellation of several proposed studies. Reiterating what became the core theme of her keynote, Dr. Scarazzini insisted the only way to improve diversity in clinical trials was to make it a priority within the industry because, unless individuals feel passionate about the issue, they are unlikely to act on it. Dr. Scarazzini further said, “We are never going to reach a perfect balance in clinical trials, but it is important to try because individuals still rely very heavily on their physician’s advice and often do not question how they may be different than the people who were used to create the general dosages.” This is a big problem that can even adversely affect physicians and other medical experts. Dr. Scarazzini shared an anecdote about a woman - a licensed internist - who had an adverse event while on treatment with a new medication and later went into ventricular fibrillation and nearly died. This example clearly illustrates the importance of understanding how medications affect all types of people. The physician from the previous anecdote felt as though her physician should have discussed the risks with her, but she

Distinguished Keynote Address

Figure 7: Patient Safety Equation

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herself never asked about the risks. Patients should proactively seek out information regarding their health, in addition to the information provided by their healthcare practitioner. Dr. Scarazzini said the whole burden of a patient's health cannot fall solely on pharmaceutical companies and physicians. Patients should be actively asking their healthcare providers “how will this affect me specifically?” One example she gave was heart attacks suffered by women. Often, women may not experience the same crushing chest pain that men do, and women may ignore their milder symptoms, often to a fatal outcome. Additionally, patients are the primary source of knowledge regarding adverse events, so they have the responsibility to inform the medical community how their reaction to medications varies from the norm. Throughout the sickness and healing process, the healthcare provider, as well as the patient, must share accountability. Dr. Scarazzini then hit on a new theme, encouraging physicians to make the informed consent easier to understand and free of high-level medical terminology, thus potentially easing the worries of patients and their families. Additionally, she expounded that the informed consent should be tailored to explain the real risks and real benefits of a particular procedure, in a way that addresses the most relevant concerns of the patient. Dr. Scarazzini returned to her key idea that to engender lasting change, individuals must be genuinely passionate about the issue at hand. Furthermore, she suggested creating more patient safety oversight boards and giving the patient more authority in the decision-making process. As a result, patients and their physicians share equal accountability for the health outcomes achieved. A two-way dialogue needs to occur for good care, but often there may be a disconnect between physicians and patients. This breakdown in communication can occur in one of two ways: either the physician fails to hear the concerns of the patient, or the patient, perhaps due to a lack of trust or understanding, fails to even voice their concerns in the first place. Some patients still withhold information on their medical history - a potentially life-threatening choice and, according to Dr. Scarazzini, ironclad evidence of distrust between patients and healthcare practitioners. As mentioned on during the panel focusing on diversity in clinical trials, building trust is a long-term process that involves changing public opinions. Dr. Scarazzini asserts that nothing would help to realize this goal more than increasing physician diversity. Seizing on this idea of how to change public opinions and grow trust, Dr. Scarazzini began discussing ways for organizations to attract and retain a more diverse workforce. When hiring new employees, resumes can often be misleading. Dr. Scarazzini implores recruiters to rely less on easily fabricated resumes and more on actually meeting candidates. She suggests asking potential candidates to present on a topic of which they may have limited knowledge, an exercise designed to measure communication skills. Just hiring diverse talent does not necessarily mean that organizations can access that diversity and use it to improve their outcomes. First, an organizational-wide culture change must occur. Dr. Scarazzini made a number of suggestions about shifting this culture change. Organizations can affect a culture change by remaining connected to the community that they serve. There is perhaps no better way to achieve this connection than corporate social welfare programs. The concept of corporate social responsibility can help organizations better understand their customers and improve their bottom line. In short, making the world a better place is good for business. Additionally, she suggests that executives volunteer in their communities to deeply connect with those their organization serves, and observe, in an up-close-and-personal way, some of the existing problems that affect those communities. Dr. Scarazzini urged business leaders to strongly advocate inclusion, as today’s workforce is primarily motivated by a feeling of importance, rather than simply bringing home a paycheck. This is a predominantly

“Just hiring diverse talent does not mean that an organization can access that diversity and use it to improve their outcomes, first an organization-wide

culture change must occur.”

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Millennial characteristic. Furthermore, real mentoring is key to developing a talented young workforce. Real mentoring consists of the mentor having common ground and connecting with the mentee as well as having a vested interest in the mentee’s success. Dr. Scarazzini then mentioned the need to be brave and encourage bravery, so as to challenge existing principles to make a lasting difference by combating mindsets, cultures, and unconscious biases that may hamper the expansion of diversity and inclusion within an organization. Dr. Scarazzini presented a brief narrative that depicted an example of unconscious bias. She knows several female surgeons who frequently state that many of the surgical tools are made for men’s hands. When discussing this issue with a colleague in an organization that designs surgical equipment, he replied that he had never even considered that the size of the surgical tools would pose a problem. This anecdote highlights that some biases are so deeply rooted that no one even thinks about them. The only way to solve these problems, according to Dr. Scarazzini, is to use connections to meet with people from across the healthcare industry, and to use these cross-sectoral relationships to drive industry-wide change with interdisciplinary solutions. This paradigm shift can be precipitated only by a series of small steps, each building on the last until unconscious biases no longer exist.

In conclusion, Dr. Scarazzini focused on the passion needed to provide the highest quality of care to make patient safety and diversity in clinical trials a priority. Furthermore, she urged patients to take a greater role in their own care, as each person is unique, and it is partly patients’ responsibility to find out how medications and treatments affect them differently. Dr. Scarazzini also expressed her concerns that sometimes patients may still withhold information on their medical histories. The occurrence of this problem is symptomatic of a much deeper trust issue between patients and the healthcare system, which can only be fixed with time and dedication to the patient. She went on to state that diversity in the healthcare industry could help reinforce this trust, but first, a mindset and culture shift must occur - one that is rooted in inclusivity and a genuine passion for making the patients’ lives better.

“Use connections to meet with people from across the healthcare industry, and to use these cross sectoral relationships

to drive industry-wide change with interdisciplinary solutions.”

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Addressing the Talent Gap: How to Attract, Retain & Promote Minorities

MODERATOR:

Dr. Khaudeja Bano, MD, is a physician with a Masters in Clinical Research (UCSD), Oracle DBA, PMP and Pharmaceutical engineering Certification. She is an Abbott President’s award winner, avid Toastmaster, and certified coach. Dr. Bano has more than 25 years professional experience, including clinical practice. She has held several global safety positions at Abbott Vascular, Abbott Diagnostics, Abbott Established Pharma Division, and now AbbVie. Her career in safety includes leadership roles in devices, diagnostics, pharmaceuticals and combination products. She has a diverse background in Medical Affairs, Device Safety, Pharmacovigilance, Risk management, Clinical Research / operations, Project management, Quality and Information Systems including extensive Global experience. Dr. Bano is passionate about D&I issues for the life sciences.

Dr. Neelum Aggarwal, MD, is a population health neurologist at Rush and clinical researcher in the field of longevity and aging. She is co-leader of the federally funded Rush Alzheimer’s Disease Center Clinical Core in Chicago and an associate professor in the Department of Neurological Sciences at Rush University Medical Center. Dr. Aggarwal is the co-principal investigator for the federally funded PCORI grant, Community Engagement for Early Recognition and Immediate Action in Stroke (CEERIAS) study, which is a multi-

institutional and academic-community partnered program designed to address disparities in stroke awareness, barriers to health care access, and treatments and outcomes in Chicago’s minority communities. She was recently appointed as the first chief diversity officer for the American Medical Women’s Association – the oldest women’s physician medical organization in the United States – and is responsible for defining national diversity and inclusion objectives, enhancing the diversity of AMWA’s leadership team, and leading AMWA’s Diversity and Inclusion Section and resource groups.

Dr. William Daley, MD, MPH, is Vice President of Cardiovascular Thrombosis at Sanofi. Prior to working at Sanofi, Dr. Daley held academic positions at Harvard Medical School and Stony Brook University School of Medicine. Dr. Daley has received numerous awards including the NIH-Research Fellowship Award and NIH–Career Development Award. He has also served as a member of the Editorial Board of Harvard School of

Public Health Journal and as a member of the Board of Directors at Dimock Community Health Center. Dr. Daley is the author of published articles in major scientific journals including Circulation, Hypertension, and the Journal of American College of Cardiology and Clinical Research. He received his BA from Boston University, his MD from Boston University School of Medicine, and his MPH from Harvard University School of Public Health.

Mr. Javier Barrientos, is Senior Director, Global Diversity and Inclusion at Biogen. Javier brings D&I to life by fostering an integrated approach to diversity and inclusion aimed at positively leveraging differences in patients, providers, suppliers and employees. Previously, Javier managed diversity and inclusion for Blue Cross Blue Shield of Massachusetts. He earned an MBA from Boston University, a graduate certificate in Diversity Management from Cornell University and a Bachelor degree in law from Universidad de

Costa Rica. He also is a coaching graduate of the Augere Foundation and Coaches Training Institute in Barcelona, Spain. Javier engages his myriad of great ideas and passion as an advisor to the Harvard Medical School Biomedical Science Careers Program and a Board member of the Partnership Inc. He was awarded the 2014 Leaders in Innovation Award from the Boston Business Journal and has been selected to the Harvard Medical School Biomedical Career Sciences Program 2015 Honor Roll. In March of 2016, Javier was recognized by “GK 100” as one of Greater Boston’s most influential people in his field.

Dr. Chad Womack, PhD, is is the National Director of STEM Initiatives and the United Negro College Fund, including the UNCF-Merck Fellowship Program and the co-founder and co-lead of the White House-supported HBCU Innovation, Commercialization & Entrepreneurship. He Co-Founded The America21 Project and DC Innovates, both innovation-based community and economic development nonprofit organizations dedicated to empowering metro-centers and underserved communities

through STEM education, tech-entrepreneurship and access to capital. Dr.Womack also founded the Philadelphia Biotechnology & Life Sciences Institute as a nonprofit initiative dedicated to addressing unmet educational and workforce development needs of Philadelphia. He co-founded 3GEN Vaccines, a nano-biotechnology company. Prior to his entrepreneurial ventures, he completed research fellowships at the NIH, most recently at the National Institutes for Allergy and Infectious Diseases (NIAID) Vaccine Research Center (VRC) and at the Harvard AIDS Institute at the Harvard School of Public Health and the Department of Immunology and Infectious Diseases.

Ms. Dawn Rose, JD, is the Director of Planning & Human Capital in the Department of Neurosurgery at Northwestern Medicine. Prior her current role, she was the Executive Director at American Society for Healthcare Human Resources Administration (ASHHRA). Dawn has more than 15 years of progressive HR experience in nonprofits and healthcare. Her specialties include employment and labor law, disability law/advocacy, mediation, employee relations, emotional

intelligence, diplomatic communications, intuitive management, diversity and inclusion, strategy, and non-profit organizations. Dawn holds a JD degree from Chicago-Kent College of Law, Illinois Institute of Technology.

Ms. Leah Brown, JD, is President & CEO of A10 Clinical Solutions. She founded A10 in honor of her uncle, who died from HIV/AIDS in the 80’s, a time when minimal education or treatments were available to save him. A10’s mission is Healing the World through meaningful engagements in clinical research with pharmaceutical companies, government agencies and medical academic research institutions; as well as through managing corporate onsite employee primary care health clinics and preventive health

programs. Leah has also been ranked by Fortune magazine, which named her in its 2010 Top 10 Women Entrepreneurs; Inc. magazine, which ranked A10 in its 2010, 2011, and 2012 in its top overall, health, woman-owned, black-owned, and American job-creating companies; and Black Enterprise 2011 BE 100. Leah’s leadership has also garnered recognition and accolades from Bloomberg BusinessWeek, NBC Nightly News with Brian Williams, and others. She is the Healthcare Committee Chair for Women Impacting Public Policy, and co-founded the non-profit Diversity Alliance for Science, aimed at partnering diverse suppliers with large pharmaceutical companies.

PANELISTS:

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Addressing the Talent Gap: How to Attract,

Retain & Promote Minorities

Figure 8: Gender Diversity & Racial Diversity Among Fortune 500 CEOs

Panel moderator, Dr. Khaudeja Bano, began this panel by quoting some statistics in regards to the racial differential of Fortune 500 organization CEOs. “Only 4.2% [of Fortune 500 CEOs] are women, 1% are African-American, 2% are Hispanic, 1% are Asian, and just 0.2% are LGBTQ.” Considering that African Americans, Hispanics, and Asians respectively comprise 12%, 17%, and 6% of the U.S. population, these figures are frankly alarming, and clearly draw attention to the extreme lack of diversity among American business leaders. An expert panelist then followed up by saying, “Over 90% of Fortune 500 CEOs are over 6 feet tall.” Since height has never been linked to intelligence, this trend is rather puzzling. The same expert panelist went on to postulate that all of these trends are the result of rampant unconscious bias. Individuals subconsciously perceive that taller people are more successful, hence the above-average height of many Fortune 500 CEOs. This expert panelist continued by saying that, in the same manner, unconscious bias acts as a primary barrier to minority promotion, although other barriers exist as well. The discussion then turned to solutions to address the talent gap, as well as ways to seek out and hire minority talent from multiple sources. The expert panelists found four major barriers to minority promotion, including unconscious bias. First, changing U.S. demographics causes tension between the rapidly shrinking white majority and the rapidly growing racially diverse minority. The employees of organizations represent the diversity of the community that the organizations serve, or at least they should. The changing demographics of most communities occur more rapidly than the change within organizations. One panelist alluded to the fact that, due to unconscious bias, people tend to hire people who look like them. Following this logic, since the majority of American business leaders were white males previously, it explains why white males make up such a large majority of the nation’s top executives today. Second, some organizations still struggle with defining diversity and making it a priority within their organizations. As mentioned in earlier panels, diversity can only come about if it is made a priority at the executive level. The benefits, though they may not be seen immediately, will pay off significantly in time. Thirdly, a panelist indicated minority youth sometimes have difficulty

Gender Diversity Among Fortune 500 CEOs Racial Diversity Among Fortune 500 CEOs

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finding role models to emulate. If they cannot see successful examples of people who look similar to them, they may become discouraged. One expert panelist used the analogy of a leaky pipe; as minorities proceed from high school to undergraduate, then graduate school, then ultimately to a high-level career, there are fewer and fewer along the way. Lastly, and most significantly, widespread unconscious biases do exist. As previously discussed, business leaders with unconscious biases are less likely to hire minority talent. Additionally, another expert panelist further proposed that in some cases minorities in high-level positions may revel in the fact that they alone have attained such an esteemed office, and may, therefore, be hesitant to promote minority talent to higher stations. This, coupled with all the other barriers, creates a vicious cycle that makes it increasingly difficult for minorities to reach an executive level position within any industry or organization. The conversation then turned to ways to support minorities on the path to success. At the top of the list are mentorship and sponsorship. One expert panelist asserted that, as early as grade school, organizations need to enter communities and foster promising young talent. These two tools for minority advancement are fundamentally the same, except for one key difference. As another expert panelist explained, “sponsorship is mentorship with a purpose.” Sponsorship entails more than just simply providing advice and encouragement along the path to a successful future career, but also a financial contribution that helps aspiring young talent to achieve their full potential.

Often, sponsorship policies are intricately intertwined with the idea of corporate social responsibility. If organizations give back to the communities they serve, they may consider adding sponsorship as a further CSR apparatus. One expert panelist provided an example of a bioscience company which went out into the community and funded high school science labs in local public high schools. As a result, the company has hired several former students from these high schools. The idea of corporate social responsibility may initially seem counterintuitive to maximizing profits. However, the Better Business Journey, a small business consortium in the United Kingdom, found that 88% of people were more likely to buy products or pay for services from companies that were actively engaged in the community and the betterment of society [5]. Additionally, it is important to nurture people through an organization and make them feel important. As mentioned earlier, the new generation of Millenial workers seeks to find fulfillment in their career, rather than just a paycheck, so giving them this sense of purpose will lead them to work harder. The panelists raised another challenge in minority recruitment: the fact that organizations do not look at many sources when seeking applicants. If organizations began widening searches to include more non-traditional sources, the cognitive diversity in their organization would undoubtedly increase according to one expert panelist. Often, career opportunities come from existing relationships, so organizations need to build relationships between themselves and the so-called “leaky pipeline.” Recruitment should be a constant process, so that when a position becomes available, there are potential candidates ready for consideration. Additionally, this panel, reverberating a prominent idea from Dr. Scarazzini’s keynote address, discussed how resumes could actually be an obstacle to the recruitment of truly talented individuals. It is easy to twist experiences to make it appear as if an applicant has more skills than they actually possess. Therefore, it is imperative that recruiters meet with applicants to truly gauge the knowledge of the applicant and see if they are a good fit for an organization. Hiring based on an overemphasis of experience on a resume can also allow unconscious biases to creep in again, as factors such as the name of the applicant or where they received their education can be used to unknowingly screen out applicants. To combat this, one expert panelist suggested a service that blinds all of the resumes, thus removing many of the opportunities for unconscious biases to creep in. Lastly, companies should make themselves culturally sensitive to attract a diverse workforce. If the culture of an organization is positive and accepting, news will spread to the workforce through sources such as Glassdoor.com, and promising young talent will start seeking out the organization, rather than the other way around. In summary, everyone can do their part to bring about a culture shift within the healthcare industry that encourages

“Organizations need to enter communities and foster promising

young talent.”

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diversity and inclusion of all people. By taking the unconscious biases test, individuals can identify areas that need improvement and work on trying to eliminate them. This is imperative as the expert panelists and distinguished speakers of symposium decried unconscious biases as the root of most diversity and inclusion issues today. The lack of minorities in healthcare and the life sciences is a problem that cannot resolve itself overnight. One way to help develop minority workers, and bridge the talent gap is through mentorship and sponsorship. By nurturing young talent through the ranks of a company, and making them feel important and included, employee retention and satisfaction with undoubtedly increase. Lastly, organizations need to build relationships with multiple sources for new employees to gain more minority talent, as well as increase the cognitive diversity of that organization. Although the process of creating this new inclusive identity may take time and resources, it will reap many benefits in the future.

“Everyone can do their part to bring about a culture shift within the

healthcare industry that encourages diversity and inclusion of all people.”

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References

1. Hunt, Vivian, Sara Prince, and Dennis Layton. "Why Diversity Matters." McKinsey & Company. N.p., Jan. 2015. Web. 29 June 2016. <http://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters>

2. “Why Diversity Matters.” Rep. Catalyst, July 2013. Web. 27 June 2016. <http://www.catalyst.org/system/files/why_diversity_matters_catalyst_0.pdf>.

3. Gaspero, Joseph, Asra Khald, Doug Harris, and James Gillespie. The ABCs of Why Diverse Clini-cal Trials Are Essential. Working paper. Center for Healthcare Innovation, 15 June 2016. Web. 29 June 2016. <http://www.chisite.org/research/diversity-clinical-trials/>

4. Nivet, Marc A., and Laura Castillo-Page. "Section II: Current Status of the U.S. Physician Work-force." AAMC Interactive Report Section II Current Status of the US Physician Workforce Com-ments. AAMC, 2016. Web. 26 June 2016. <http://aamcdiversityfactsandfigures.org/section-ii-current-status-of-us-physician-workforce/#fig16>.

5. "Better Business Journey: Helping Small and Medium Sized Businesses to Increase Their Profita-bility and Responsibility." Better Business Journey. UK Small Business Consortium, Aug. 2006. Web. 14 July 2016. <http://www.fsb.org.uk/LegacySitePath/policy/assets/Better%20Business%20Journey.pdf>.

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Key Contacts

Mr. Joseph Gaspero Chief Executive Officer & Co-Founder Center for Healthcare Innovation Ms. Ivory Chang Senior Analyst Center for Healthcare Innovation

Dr. James Gillespie, PhD, JD, MPA President Center for Healthcare Innovation 222 S. Riverside Plaza (1900) Chicago, IL 60606 www.chisite.org [email protected]

Mr. Joseph Gaspero Chief Executive Officer & Co-Founder Center for Healthcare Innovation 222 S. Riverside Plaza (1900) Chicago, IL 60606 P: +1.312.906.6153 www.chisite.org [email protected]

About the Center for Healthcare Innovation: The Center for Healthcare Innovation is an independent, 501(c)(3) research and educational institute that helps patients and providers increase their knowledge and understanding of the opportunities and challenges of maximizing healthcare value to improve health and quality of life. We aim to make the world a healthier place. CHI encourages and enables meaningful and executable innovation that aims to address existing and ensuing healthcare dynamics through communication, education, training, symposia, reports, and research. By bringing the best and brightest healthcare leaders from all over the world together to share their ideas and expertise, CHI creates a unique opportunity to address and improve healthcare value, which we view as a function of quality, access, and cost. For more information, please visit www.chisite.org.

Mr. Sean Harnik Analyst Center for Healthcare Innovation

Executive Summary Authors:

Key Contacts:

http://www.chisite.org/

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