Sanofi spigit ignite the crowds october 2011 final
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Transcript of Sanofi spigit ignite the crowds october 2011 final
Innovation Management at Sanofi Clinical
Katharine MarshallAdam Radziszewski
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Introduction
• What do we do?– We run Clinical Trials
• What do we want?– Faster, leaner, smarter Clinical Trials
• Our innovation story so far…– Pilot– Expansion– The Good– The Bad– Breaking loose and re-launching
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Pilot
• Started researching ways to manage an innovation pipeline, in April 2010
• Picked “Spigit” as the tool of choice for sourcing ideas
– Pilot with 70 “ideators”– Collected 100 ideas– 5 implemented
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Growth
• Expanded to all of Clinical in October 2011– 2500 people spread across 40 countries
• Innovation Rising– 212 ideas– 6 implemented
• Timed Events– Logo design contest – Mobile patient diary Jam
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Good Start
• The crowds were happy to be heard• People across the globe connected• Most frequently visited clinical platform• Top level executives mandate• Initial budget• Intrigue, excitement, and hope
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Innovation Silo• Socially good and idea fruitful, yet disconnected
from regular clinical business (demand management, budget, governance, …)
• the ‘Elite’ perception
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From 100 miles/hr to a Halt• No sure path forward
– Approach, resources, time, support
• Congested funnel– Idea overflow
• Some disappointment– Too good to be true?
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No mid-level support• Very solid bottom tier full of passionate ideators• Mandate from the top• Middle management gap
– Responsibility not passed– No real interest– A 'nuisance’ perception
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Breaking the Silo• New process that merges innovation with the usual
business• Proper, but lean governance• Budget umbrella for all POCs
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Bridging the Gap• POC/Pilot and standardization distinction
– innovation focusing on the first with clear path to the second
• Communication, trust and transparency of innovation
• Mid-level management buy-in – Understanding– Part of performance review– Better second impression
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Re-Launch focusing on…• Communication• Branding• Simplified Funnel• Champion Support• Clustering Ideas• Fresh Look• Rewards
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Thumbs Down• Do Not be tempted to keep
innovation as separate entity• Do Not assume that igniting the
crowds is enough• Do Not assume that a mandate
from management will do the trick
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Thumbs Up• Do get budget commitment and
solid sponsors all across• Do have some level of
governance around innovation• Do communicate…over and over
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Yes, the necessary? ‘complexity’
Transparency and minimal governance to align the expectation and obtain buy-in
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