Speaker 1: Good, Hello everybody again me so I like to continue
Speaker 1: the discussion which we had at the panel, and I
Speaker 1: want to talk with you about skill based resource flow,
Speaker 1: which unleases the potential of clinical operations. To be honest,
Speaker 1: if you would have asked me two years ago, what
Speaker 1: is skill based resource flow, I wouldn't have given you
Speaker 1: any answer because it is fairly a new concept. It's
Speaker 1: a destructive concept. And I want to do now with
Speaker 1: you a brief journey how we came to this and
Speaker 1: what the outcome is. It's only three charts and it's
Speaker 1: only ten minutes, but I really invite you to come
Speaker 1: with me on this journey. So let's start with the vision.
Speaker 1: The vision where we started our new operating model in Bayer.
Speaker 1: So imagine a clinical operations department where most of the
Speaker 1: decisions are made by the team doing the work. No
Speaker 1: more the decision top down, but really the decision bottom up.
Speaker 1: Imagine teams which are built around the customer and not
Speaker 1: the boss, so it's really about debossing. And imagine an
Speaker 1: organization where manager are no more managers, but leaders which
Speaker 1: are coaching. Imagine that innovation cycles are as quick as
Speaker 1: ninety days, so no more lingering. Projects after ninety days
Speaker 1: is finished successful or not you and imagine an organization
Speaker 1: of where we have the speed of a startup with
Speaker 1: a scale of a multinational And imagine organization where the
Speaker 1: mission is always in the forefront. What does it mean?
Speaker 1: Our mission is to serve patients, to serve sites. Whatever
Speaker 1: a team is doing, whatever goal a team is taken,
Speaker 1: must be benchmarked versus this mission. And then you will
Speaker 1: see several projects are already dying in the beginning. So
Speaker 1: these concepts were not developed by clinical operations. This concept
Speaker 1: are the concept of a dynamic shared ownership which are
Speaker 1: currently being introduced for the whole company in Bayer. And
Speaker 1: what I want to show you now how we translated
Speaker 1: this into our clinical operations life. So in fact, we
Speaker 1: reorganized clinical operations from a traditional hierarchy of individuals with
Speaker 1: clear split per country, per study, per task, per hierarchy
Speaker 1: to a thriving network of regional teams with the customer
Speaker 1: at its center. So talking about the classical hierarchies, no surprise.
Speaker 1: The risk is, and we are coming out of this structure,
Speaker 1: that there's a risk of working in silas, that we
Speaker 1: are getting slow, less efficient and the risk of top
Speaker 1: down management. By moving into these striving teams of regional teams,
Speaker 1: we are sorting the teams really around the customer. There
Speaker 1: is no more formal boss, but the one who is
Speaker 1: striving and helping and supporting is a catalyst. So the
Speaker 1: catalyst is support in setting the vision for the team,
Speaker 1: is empowering and coaching the team, and enabling resource and
Speaker 1: knowledge flow in the team that every time the right
Speaker 1: personality is sitting in the right moment at the right
Speaker 1: task in the team itself. So this seems to be
Speaker 1: still fairly theoretical, you may think. But now the question
Speaker 1: is how we are coming from left to right. In fact,
Speaker 1: we did several organizational changes which are here listed on
Speaker 1: the right side. So first of all, now talking about myself.
Speaker 1: Once two years ago, I had four layers until reaching
Speaker 1: the CIRA. Nowadays I have only one layer. So it's
Speaker 1: really about elimination of organizational layers. So for me, it's
Speaker 1: three organizational layers less, which gives me the opportunity to
Speaker 1: hear more from the operational work at the site. Yeah,
Speaker 1: so I get much much more transparency and noise positive
Speaker 1: noise from those who are doing the work. And besides
Speaker 1: this also those who are doing the work, don't have
Speaker 1: any more the risk being micro managed or having someone
Speaker 1: telling them what they have to do. They have to
Speaker 1: find it by themselves together with the team. Yeah, so
Speaker 1: they have to build really on the team. So how
Speaker 1: by increasing the organization layers as automatically increase in span
Speaker 1: of control. So we are now in a span of
Speaker 1: control between one to twenty one to thirty. We started
Speaker 1: at around one to eightyen and I have now really
Speaker 1: one pilot running where we are testing out the span
Speaker 1: of control, which is by the way, they're no more
Speaker 1: called span of control, but span of coaching or one
Speaker 1: to eighty one eight zero. So this boss or this
Speaker 1: is normal boss, this leader, this coach, this catalyst cannot
Speaker 1: take any more so much step into daily content life.
Speaker 1: So the daily content life has to be handled by
Speaker 1: the team itself and also solved only the maximum critical
Speaker 1: things can bubble up. For these, he still needs to
Speaker 1: make time and for the rest he has to coach
Speaker 1: and help the team find the right persons at the
Speaker 1: right stage, help them to thrive, help the talent flow,
Speaker 1: help the talent flow in the team itself. Additionally, what
Speaker 1: we did we consolidated and increase the flexibility of job
Speaker 1: roles by eighty percent. So what is this? Once we started,
Speaker 1: I discovered that we have thirty three zero three zero
Speaker 1: thirty different job the definitions, job profiles and clinical operations.
Speaker 1: We boll is down. We reduce them to six. Now
Speaker 1: we have six job profiles. And the interesting with the
Speaker 1: job profiles is that they are much broader. As example,
Speaker 1: let's take the CRA. The CRA has now in his
Speaker 1: job profile parts of the CTA, the clinical trial assistance,
Speaker 1: but also parts of the level above former level above
Speaker 1: or the CLN the country lead monitor in our organization here,
Speaker 1: so that means he can do whatever he is capable
Speaker 1: to do and is needed by the team, and he
Speaker 1: feels comfortable to do. And you might might now say
Speaker 1: here over times one to do the higher job or
Speaker 1: the more qualified. This is not the case. Yeah, there
Speaker 1: are people who like to be even doo sometimes even
Speaker 1: more of the lower qualified role in order to broaden
Speaker 1: the scope to learn and then move up again in
Speaker 1: the in the next level without every time changing the
Speaker 1: job here. So it's in one job level, it's going
Speaker 1: up and down here. Then what we did, we are
Speaker 1: what we are doing. We are establishing work assignments. We
Speaker 1: are a marketplace approach. What does this mean? A study
Speaker 1: manager is no more named by the line manager. But
Speaker 1: what happens a study is being posted in this marketplace
Speaker 1: and the team itself is then selecting the study manager.
Speaker 1: So a study manager has to apply for a role
Speaker 1: as study manager and then is being selected by the team,
Speaker 1: not more by the lead or by the boss. Also
Speaker 1: here once again the idea is to bring really the
Speaker 1: accountability where it belongs to the teams doing the work.
Speaker 1: Then additionally, what we did is we introduced a cross
Speaker 1: country operations cross country monitoring. So we have divided our
Speaker 1: organization in the countries no more by nationality, but by language.
Speaker 1: What does it mean? I take Latin America as an example.
Speaker 1: So nowadays Latin America as example, Colombia is helping Argentina.
Speaker 1: Argentina is deploying resources to Chila. Chila is deploying resources
Speaker 1: if they speak Portuguese, to Brazil. Brazil is deploying resources
Speaker 1: to Argentina. So it's really a network of a team
Speaker 1: which is capable to move the resources. Are also people,
Speaker 1: depending on their talent, where they are needed. So it's
Speaker 1: no more about national it's more about language. I gave
Speaker 1: you now the example for Latin America. We are doing
Speaker 1: the same for Nordics. In Europe, we are doing the
Speaker 1: same for the French speaking countries. You can do it
Speaker 1: perfectly for Dach Germany, Aussio, Switzerland. We are doing it
Speaker 1: also for Eastern Europe. And we have now also the
Speaker 1: first pilots in Asia where it starts working now fairly well.
Speaker 1: All with all these measures, yeah, elimination of the organization
Speaker 1: and layer, increased the span of control, consolidating job description,
Speaker 1: establishing work assignment. We are the marketplace and this cross
Speaker 1: country operations monitoring, we are establishing in fact a peer
Speaker 1: accountability and much more transparency between teams. The whole construct,
Speaker 1: as mentioned before, is being fueled by the catalyst who
Speaker 1: was Usually these catalysts are very senior people with a
Speaker 1: lot of leadership experience. Of these are the managers from before,
Speaker 1: not every times, but often, and these catalysts are supporting
Speaker 1: in setting the vision, empowering the team and coaching teams
Speaker 1: and enabling with this the resource and talent flow in
Speaker 1: the organization. So now you may ask, okay, what is
Speaker 1: the output there? Sounds all great, great vision, but what
Speaker 1: is really the output. As mentioned, we have started around
Speaker 1: two years ago and by end of this year we
Speaker 1: will have reached the following outputs. So we have reduced
Speaker 1: the management structure about fifty percent, so fifty percent less managers.
Speaker 1: We have increased the efficiency of the overall organization by
Speaker 1: twenty five percent. And this efficiency is increases not only
Speaker 1: because managers are leaving. It's really the catalytic effect of
Speaker 1: teams being more responsible for whatever they do, being more accountable.
Speaker 1: And you can imagine by increasing efficiency you have also
Speaker 1: significant cost savings, which are in fact above twenty five percent. Luckily,
Speaker 1: over this time we have attained all study targets, so
Speaker 1: we have no slippage as all, and we could even
Speaker 1: think so there is no placebo control. But we seem
Speaker 1: to be a little bit faster even here because original
Speaker 1: study targets were and several studies overachieved. We have stable
Speaker 1: quality parame so no slippage on this either. And what
Speaker 1: makes me especially happy this mission focus is mission focus
Speaker 1: on the patient on the sides made us the top
Speaker 1: sponsor in the Center watch Side Relations survey this year.
Speaker 1: So you may say, okay, now what's what's about the employee?
Speaker 1: What does the employee think about it. Is he happy
Speaker 1: or not? We have done the play employee survey once
Speaker 1: we started with the project and we are just in
Speaker 1: this moment donning a new doing a new employee survey
Speaker 1: to see how far we have progressed. If you invite
Speaker 1: me the next dive, I can tell you where we
Speaker 1: are and how it progressed with this. Thanks, thanks a
Speaker 1: lot for listening.