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Boundary Spanning Leadership and
Network Development:
Driving Collaboration and Innovation
Kristin Cullen Birgit SchoeberlCenter for Creative Leadership Merrimack Pharmaceuticals
Objectives
2013 Center for Creative Leadership. All Rights Reserved.
Leadership Redefined
2013 Center for Creative Leadership. All Rights Reserved.
Boundary spanning leadership
Networks
Chief Science Officer
Leader (1)
POD A (1)
POD A (2)
POD A (3)
POD A (4)
POD A (5)
Leader (2)
POD B (1)
POD B (2)
POD B (3)
POD B (4)
POD B(5)
POD C (1)
POD C (2)
POD C (3)
POD C (4)
POD C (5)
POD D
Leader (3)
POD E (1)
POD E (2)
POD E (3)
POD E (4)
POD F (1)
POD F (2)
POD F (3)
POD F (4)
POD G (1)
POD G(2)
POD G(3)
POD H (1)
POD H (2)
POD H (3)
POD H (4)
POD H (5)
POD I (1)
POD I (2)
POD I (3)
Leader (4)
POD J (1)
POD J (2)
POD J (3)
Why are Networks critical to BSL?
Org charts fail to provide insights regarding: Informal Leaders Internal Group Connections Between Group Connections Key Boundary Spanners
Formal Structure
Informal Communication Network
Developing Network Perspective
The ability to look beyond formal, designated relationships and see the connections between people in and beyond your organization.
Network perspectivereveals boundaries within thenetwork and opportunities tostrategically span them.
2013 Center for Creative Leadership. All Rights Reserved.
Integrated SolutionsIntegrated Solutions
Systems BiologySystems Biology
Molecular DiagnosticsMolecular
Diagnostics
Targeted TherapiesTargeted
TherapiesBench to BedsideBench to Bedside
Merrimack Stat Sheet
Gary Crocker, Chair
James Dresser, r. BCG
Gordon Fehr, r. Pfizer
John Mendelsohn, MD Anderson
Sarah Nash, r. JPM/Chase
Michael Porter, HBS
James Quigley, r. Deloitte
Anthony Sinskey, MIT
BOD SAB Doug Lauffenburger, MIT
James Marks, UCSF
John Park, UCSF
Barrett Rollins, Dana Farber
Peter Sorger, HMS
Louis Weiner, Georgetown
Dane Wittrup, MIT
Mike Yaffe, MIT
MIT & Harvard c. 2000 Systems Engineering Cancer Regimens 10+ Large Molecule Programs Based in Cambridge, MA ~250 employees Institutional investor base NASDAQ: MACK
Current Drug Development Paradigm is not working
Source: PHRMA, FDA, Economist, BCG
Overall R&D efficiency is decreasing % of total cost of single drug success by phase
Most of $ are spent from discovery to IND
Can we do Pre-Clinical Drug Discovery differently ?
Moving from trial and error to a systems understanding of cancer to
design novel therapies
Trial & Error Engineering
.necessitates interdisciplinary teams
Strategic Pillars for doing Discovery Differently
Systems BiologySystems Biology
Multi-disciplinary
Teams
Multi-disciplinary
Teams
Integrated SolutionsIntegrated Solutions
Mission of the Discovery Organization
Efficiently progress ideas into a steady pipeline of novel therapeutics in Oncology
Identify critical disease networks In silico test new therapeutic approaches Rapidly prototype new therapeutic concepts
Merrimack Pharmaceuticals, Inc. 2012
Critical Network Identification
Network Modeling Prototype
Time (min)
Our Approach
Engineering
Computing
Biology
Kinetic Data Sets
Systems Analytics
Organized for Innovation
2011 Merrimack Pharmaceuticals, Inc. All Rights Reserved.
Team Based Organization
PODS Bell Labs Discovery group
Projects: fully integrated, multi-disciplinary teams
Expertise based Peer Groups
Support: cGMP manufacturing & Administration
Networked organization
~60 academic collaborations
~400 clinical sites
Phase 1 collaborator network
SAB, CAB, & spinouts
Productivity
4 years: initiate discovery to IND
Discovery to IND:
PODs
Seeds for novel therapeutic ideas
Small interdisciplinary teams 1-6 FTEs Seeded by an entrepreneur who proposes an exciting idea Live and die based on overall excitement Resource poor forced to collaborate
2013 Center for Creative Leadership. All Rights
POD I
POD A
POD J
POD E
POD H
POD B
POD E
POD G
POD CPOD D
Have we really built a networked organization ?
2011 Merrimack Pharmaceuticals, Inc. All Rights Reserved.
Zooming into the PODs
16
Understand if we live the vision of a networked organization
Understand boundaries that might be inhibiting our success
Study the effect of time on the network
Identify areas for improvement
The 5 boundaries of leadership
across levels &authority
Vertical
across functions& expertise
Horizontal
across externalgroups & interests
Stakeholder
across markets& distance
Geographic
Demographic
across diversegroups & differences
2013 Center for Creative Leadership. All Rights Reserved.
Using a network analysis we can check the
connectivity across these boundaries.
Critical Boundaries for Merrimack
Integration of Interns and Formal Leaders
Vertical
2013 Center for Creative Leadership. All Rights Reserved.
PODs
Seeds for novel therapeutic ideas
Small interdisciplinary teams 1-6 FTEs Seeded by an entrepreneur who proposes an exciting idea Live and die based on overall excitement Resource poor forced to collaborate
2013 Center for Creative Leadership. All Rights
POD I
POD A
POD J
POD E
POD H
POD B
POD E
POD G
POD CPOD D
Critical Boundaries for Merrimack
2013 Center for Creative Leadership. All Rights Reserved.
Vertical Integration
Shape indicates levelDown Triangle = Senior LeaderUp Triangle = POD leaderSquare = employeeCircle = intern
Size indicates In Degree Centrality
Color indicates POD
POD H
POD A
POD IPOD C
POD EPOD B
POD JPOD E
POD G
POD D
Critical Boundaries for Merrimack
Collaboration between Cross-Functional Teams and Professions
Horizontal
2013 Center for Creative Leadership. All Rights Reserved.
Horizontal Collaboration
2013 Center for Creative Leadership. All Rights Reserved.
Profession
Antibody Engineer
Cell Biologist
Computational Modeler
In Vivo Scientist
Liposomal Scientist
Protein Biochemist
February June
Weekly Ties Total 606Average 15.375% between PODs
Total 628Average 14.687% between PODs
Daily Ties Total 147Average 3.849% between PODs
Total 154Average 3.681% between PODs
February June
Critical Boundaries for Merrimack
Floor design (and stairs) segregating communication
Geographic
2013 Center for Creative Leadership. All Rights Reserved.
Geographic Communication
2013 Center for Creative Leadership. All Rights Reserved.
4TH Floor
Mezzanine
2ND Floor
Critical Boundaries for Merrimack
2013 Center for Creative Leadership. All Rights Reserved.
Geographic Communication
4TH Floor
Mezzanine
2ND Floor
2013 Center for Creative Leadership. All Rights Reserved.2010 Center for Creative Leadership. All Rights Reserved.
bound a ry1. A border that indicates bounds or limits 2. A frontier where advances and new activity occurs
3 strategies for spanning boundaries
DiscoveringNew Frontiers
ForgingCommon Ground
ManagingBoundaries
2013 Center for Creative Leadership. All Rights Reserved.
Taps into the power of differentiation the need for distinctiveness, divergence, and uniqueness across group boundaries.
Managing Boundaries
How are Boundaries Strengthened at Merrimack
How are Boundaries Strengthened at Merrimack?
Define Boundaries
to achieve
Safety and Security
BufferingManaging Boundaries
How are Boundaries Strengthened at Merrimack
How are Boundaries Strengthened at Merrimack?
Managing Boundaries
Understand Boundaries
to achieve
Awareness and Respect
Reflecting
Taps into the power of integration the need for unity, convergence, and belonging.
Forging Common Ground
How is Merrimack Integrating Across Boundaries?
2013 Center for Creative Leadership. All Rights Reserved.
Suspend Boundaries
to achieve
Mutual Confidence and
Trust
Connecting
I started a journal group for more junior scientists. Its a group of people that didnt really interact. People have become more interactive and friendly. I have a rule that we would be able to talk about anything we wanted to.Ive seen people that have been very quiet and kind of in the corner, come out in this group and just blossom.
Forging Common Ground
How is Merrimack Integrating Across Boundaries?
2013 Center for Creative Leadership. All Rights Reserved.
Connecting
Mobilizing
It feels more like a company instead of different floors. It just facilitates more interactions and more relationships. I think its a very good thing.
24
Forging Common Ground
Reframe Boundaries
to achieve
Community and Accountability
Mobilizing
Taps into the power of integration and differentiation simultaneously the location where the most advanced and innovative opportunities await.
Discovering New Frontiers
How is Merrimack Fostering Innovation?
2013 Center for Creative Leadership. All Rights Reserved.
We started something thats called a swarm team.
Having that connection and the ability to explore whether or not it was a viable option together really improved everyones understanding.
Discovering New Frontiers
Interlace Boundaries
to achieve
Interdependence and Collective
Learning
Weaving
How is Merrimack Fostering Innovation?
2013 Center for Creative Leadership. All Rights Reserved.
Gene ProteinNetwork
Network dynamics govern cell decisions
Discovery on Networks, Not Targets
Discovering New Frontiers Discovering New Frontiers
Cross-Cut Boundaries
to achieve
Reinvention and Alternative
Futures
Transforming
Impact to date
2013 Center for Creative Leadership. All Rights Reserved.
Re-conceptualizing leadership opened up opportunities for career development
Impact at Merrimack
Showing that network awareness matters
2012 Center for Creative Leadership. All Rights Reserved.
Impact at Merrimack
(The feedback) opened my eyes in a positive way. To see where I am, which network area and connections I have. Its like from outside someone who looks at you and it gives me some good confirmation.
Impact at Merrimack
I could do probably far more in connecting to research groups which I have nothing to do with might help me in the long run.
Impact at Merrimack
Data need to breakdown physical barriers to collaboration.
2012 Center for Creative Leadership. All Rights Reserved.
Power of Combing ONA and BSLImpact at Merrimack
The network analysis actually allowed us to make the argument.
Impact at Merrimack
Checking the network shows commitment to maintaining a collaborative culture
2012 Center for Creative Leadership. All Rights Reserved.
Impact at Merrimack
2012 Center for Creative Leadership. All Rights Reserved.
Questions?
Wed like to acknowledge the contributions of :Craig Appaneal, Donna Chrobot-Mason, Alexandra Gerbasi, and Chuck Palus
Please contact Kristin L. Cullen ([email protected]; 336-286-4468).