Tag Archives: One Nucleus

A celebration of change with One Nucleus and Taylor Vinters


By Elisabeth Goodman, 30th April, 2015

Our host, Patrick Farrant from Taylor Vinters, opened yesterday’s proceedings at the One Nucleus Network Meeting in Cambridge on Managing Change with this quote from Richard Branson:

“A company that stands still will soon be forgotten”

A show of hands from the floor confirmed that those present were almost unanimously either experiencing change, had recently done so, or were anticipating it. So on that evidence alone, they and their organisations are continuously looking for ways to improve and therefore will not be forgotten!

(* I know that I am making at least two potentially erroneous assumptions here but I hope you’ll overlook them for the sake of this blog!)

The afternoon / evening event consisted of three case studies and a panel session, with the participation of Jacqui Alexander and Margaret Huggins from GSK, Madhuri Warren from Pathology Diagnostics introduced by Tony Jones from One Nucleus, John Burt from Abzena and Chris Mayo from the London Stock Exchange, and Edward Hooper from Taylor Vinters. I had the pleasure of introducing the first session with GSK, and chairing the closing panel discussion.

It was a very enjoyable event, with a richness of content and some great discussion. This blog does not attempt to cover all of the content, but rather to explore some of the key themes that emerged in what felt like almost a celebration of change and how to make it a more positive experience.

Our attitude, having access to information and involvement in the change will make the difference between a positive and negative experience of change

I asked the delegates what would make the difference for them between experiencing change as something really positive and constructive, as opposed to something negative and really rather awful. The answers that came back included attitude, knowing what was going on, and being in control – a nice lead-in for my slide on enabling navigators rather than victims of change (a theme that I’ve previously spoken about in my capacity as committee member of the APM Enabling Change SIG).

Enabling navigators of change

I’ve added in the survivor image to illustrate a point made later by Jacqui Alexander about people’s reactions to change programmes involving long roll-out plans where they might just lie low and wait for it to blow over!

Effective change is about leadership attitude

Jacqui Alexander and Margaret Huggins used a four-box model for leadership belief and change, taken from Rowland & Higgs’ book on Sustaining Change that really resonated with the audience and the other speakers.

Change Leadership Approaches

It seemed that whilst the tendency of many leaders of change is to be very directive, it may sometimes be more appropriate to take the masterful approach, and that the most effective may well be the emergent one.

The masterful approach engages the people who are doing the work and so will have the best knowledge as to what will be effective.

The emergent approach is about creating the conditions for creativity and innovation, mixed with a culture of continuous improvement so that change is incremental rather than evolutionary. It also has echoes of Malcolm Gladwell’s ‘Tipping Point’: when sufficient people have bought into (a) change for it to gain a momentum of its own.

At the same time, there are some situations, as in John Burt’s case study with Abzena’s transition in its corporate mission and to a public company, and Madhuri Warren’s case study on relocating and growing their business, when those leading the change have to be more directive, at least at first. Both speakers recognised, and Madhuri elaborated on the fact, that there comes a point when the masterful and emergent approaches are essential for fully engaging their staff.

A strong management team is essential during periods of significant change

Both Madhuri Warren and John Burt reflected on the qualities of their management teams and how their wealth of experience supported their companies through their periods of significant change.

The ability to articulate and communicate their vision for the change to employees and external stakeholders / shareholders, turn it into a sound business plan, project manage that plan, and minimize the negative impact on day-to-day productivity is a complex mix of challenges for any team.

Pathology Diagnostics’ and Abzena’s ability to do so are a credit to the quality of their management teams.

Both experiences have led them to reflect on their change management strategies, and there was much that GSK shared about their ADP approach (Accelerating Delivery and Performance *) that provided food for thought on this.

(*The link is to Jacqui and Margaret’s previous webinar for the APM which was attended by more than 300 people.  The link includes an audio recording from the event.)

It is important to communicate the right things, to the right people, at the right time

John Burt referenced the challenge of managing the company’s shareholder based when transitioning to a public company, and the changes in communication strategy that this entails. Chris Mayo elaborated on this further.

Managing the internal communications is also an important, as Madhuri reminded us: people want to know the WIIFM (What’s In It For Me) – how the change will directly impact and benefit them.

In the panel session we discussed how it is in some ways easier to manage that communication in smaller companies. Jacqui’s suggestion for larger companies is to take a cellular approach to change leadership to achieve this communication more effectively than waiting for the more traditional top-down cascade to happen.

Jacqui also suggested tailoring the language for different audiences so for example, in an R&D environment, we might describe a change programme as experimentation!

Focus on skills and motivation and you will get the results you want

Graham Robb’s book ‘Influencer’ suggests that the best way to influence people is through a combination of skills development and motivational factors, and these suggestions also came through from all the speakers.

Robb suggests that effective change depends on identifying the key behaviours that need to change, and then providing the support (skills and motivation) to make that happen.

(You can read more about this in an earlier blog entitled: Why thinking in terms of burning platforms and tipping points is not sufficient to drive change)

Our speakers certainly demonstrated the awareness, and the approaches that will enable their organisations, and hopefully those of the delegates to continuously change for the better and so not be forgotten!

ABOUT THE AUTHOR

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that helps business teams and their managers to enhance their effectiveness for greater productivity and improved team morale. (We use coaching, training, mentoring and consulting in our work with our clients.)

Elisabeth founded RiverRhee Consulting just over 5 years ago, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis. 

One of RiverRhee’s areas of expertise and courses for One Nucleus is on Managing Change – which was part of the impetus for yesterday’s event.

Elisabeth is accredited in Change Management, in Lean Sigma, in Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner.  She is a member of CILIP (Chartered Institute for Library and Information Professionals) and of APM (Association for Project Management) where she leads the recently renamed Methods and Standards theme for the Enabling Change SIG.

 

 

Here’s to new learning and knowledge in 2014!


End of year holidays – a time to rest and renew our energy for new beginnings

The end of year holidays and the beginning of the New Year are a good opportunity to rest and renew our energy for whatever our chosen direction in life!

They’ve worked their usual magic with me and my enthusiasm for gaining new knowledge has been especially stimulated by two recent BBC productions that I caught through the combined powers of my iPAD (my new toy earlier in 2013) and BBC iPlayer.

Kirsty Young’s “Desert Island Discs” guest Ray Mears on the 5th January was a real inspiration.  He seems to have such a clear and apparently simple direction in life in his career as a ‘woodsman’.  The presenter and no doubt many listeners like myself were delighted by his phrase: “deassimilate from the cyber hive”. (We’ll ignore the fact that that’s how I heard the recording!).

Being a student of or for life?

I also appreciated Ray Mears’ approach as a “student of life”: how he seeks out the very best people to learn from about different aspects of surviving in the wild; his philosophy of deconstructing knowledge to understand all of its elements before putting it together again; and his enthusiastic perseverance in order to thoroughly understand a new area.

Learning from dolphins

dolphin

I was also fascinated by the BBC’s two-part “Dolphins – Spy in the Pod“, the second part of which was on the 9th January.  The team used cameras hidden in mechanical squids, dolphins, turtles and puffer fish to film and learn about aspects of dolphin behaviour.  Some of the ways in which dolphins learn were especially interesting:

  • Young male bottle-nosed dolphins stay with their mothers, in an otherwise all female pod for about two years during which they are learning about different aspects of life all of the time.
  • When they are old enough to leave, they seek out a male pod to join, bringing their knowledge with them, and gaining new knowledge from their new companions.

It was evident from watching the programme that dolphins have great curiosity and a diverse way of communicating with each other by sound, touch and behavioural or body language.

Learning from each other

Learning from others is of course very powerful.  I’m looking forward to doing so in a seven-day NLP practitioners’ course that I’ll be attending in March, and also to learning about something called ‘Emergenetics‘ that I first heard about in December.  I want to explore the range of tools available to help us understand ourselves and each other – something that I’ll be writing about in the second book in my series of “The Effective Team’s” workbooks. (The first was on Change Management, this one will be on High Performance teams.)

I’m also looking forward to continuing my work on enhancing team effectiveness with my associates and clients in 2014.  Interacting with associates and clients is a great way to develop and shape new ideas – both for creating new programmes of work, and for stimulating the rich learning that takes place during workshops and other interventions.

Continuous professional development (CPD) and social media

Nor will I be ‘deassimilating from the cyber hive”!  Although it is good to take a break from it now and then: my idea for this blog came whilst I was on a four-hour walk on a crisp sunny morning in Cambridgeshire.  However, the increasing trend to make social media content rich is certainly a stimulant for one curiosity and one I’ll be looking to support as I gain more knowledge in 2014.

I often tweet (@ecgoodman) about what I’m hearing during APM (Association for Project Management), One Nucleus, Cambridge Network and CILIP events.  And what I learn also sometimes finds its way into my blogs and postings on Facebook, LinkedIn and, more recently, Google+ (I’m currently disentangling my duplicate accounts so make sure you access the right one if interested).

So, here’s to new learning and knowledge in 2014.  What areas of knowledge will you be learning about?

Note

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that helps business teams to enhance their effectiveness for greater productivity and improved team morale (and using coaching as well as training, mentoring and consulting).  Elisabeth has 25+ years’ experience in the Pharmaceutical Industry where she has held line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  Elisabeth is accredited in Change Management, in MBTI (Myers Briggs Type Indicator) and in Lean Sigma, is a member of CILIP (Chartered Institute for Library and Information Professionals), and APM (Association for Project Management) and a registered Growth Coach and trainer with the GrowthAccelerator programme.

GSK ‘Working in Partnership’ Networking event – with One Nucleus


By Elisabeth Goodman(1)

As a member of One Nucleus, I had the opportunity to join about 200 delegates from a mixture of Biotech, CRO, Biopharm, Technology, IT, Government, Academic and Business Consulting organisations at an open evening at GlaxoSmithKline’s Stevenage site on Wednesday 8th June, 2011

After an opening address by One Nucleus’s CEO, Harriet Fear, we heard a series of presentations by Damien McDevitt on GSK’s Business Development teams, Nicki Thompson on the Alternative Discovery and Development Group (for virtual and externalized drug discovery), Declan Jones on the Centre of Excellence for External Drug Discovery (Ceedd), Adrian Pritchard on Scinovo (for collaborative drug discovery and development). We also had some closing remards from Nicki Thompson, and a very brief introduction to Martino Picardo – CEO of Stevenage BioCatalyst.

The evening was rounded-off by up to 2 hours of networking amongst delegates, speakers, and other members of GSK who were present for the event.

As Damien McDevitt explained, with 70% of its current late stage pipeline being in-licensed, GSK’s ‘working in partnership’ model is about exploring opportunities for creative deal making with external partners.

Nicki Thompson spoke about how GSK has been moving from the Pharmaceutical model of centralized control and management, heavily reliant on internal resources, to a de-centralised ‘virtualisation’ of drug discovery (and development) relying more on external resources.

Declan Jones said that GSK are looking for companies with strong management teams, a leading position in a specific technology or therapeutic area based on first class science, and more!

Adrian Pritchard explained how Scinovo provides scientific consulting and advisory support from early discovery research, through non-clinical, and clinical development. They have hubs of experts in Hertfordshire, UK, on the East Coast of North America, and in Shanghai, acting as account executives, scientific consultants, and outsourcing managers working with global CRO / CMO suppliers. Access to Scinovo can be via the Alternative Discovery and Development Group (e.g. the Ceedd within it), through the Stevenage Bioscience Catalyst group, or directly.

All in all, an excellent opportunity to hear an update on GSK’s approach to working in partnership with external organisations, and to meet and network with others looking to participate in such partnerships.

Notes

  1. Elisabeth Goodman is Owner and Principal Consultant at RiverRhee Consulting– a Business Consultancy that helps business teams to enhance team effectiveness for greater productivity and improved team morale. She is also Co-Founder and Principal Consultant at OI Pharma Partners helping the Pharmaceutical industry, academia and the public sector use Open Innovation to accelerate drug development and leverage the power of underutilised Intellectual Property.