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<v Speaker 1>Good, Hello everybody again me so I like to continue

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<v Speaker 1>the discussion which we had at the panel, and I

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<v Speaker 1>want to talk with you about skill based resource flow,

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<v Speaker 1>which unleases the potential of clinical operations. To be honest,

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<v Speaker 1>if you would have asked me two years ago, what

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<v Speaker 1>is skill based resource flow, I wouldn't have given you

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<v Speaker 1>any answer because it is fairly a new concept. It's

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<v Speaker 1>a destructive concept. And I want to do now with

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<v Speaker 1>you a brief journey how we came to this and

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<v Speaker 1>what the outcome is. It's only three charts and it's

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<v Speaker 1>only ten minutes, but I really invite you to come

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<v Speaker 1>with me on this journey. So let's start with the vision.

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<v Speaker 1>The vision where we started our new operating model in Bayer.

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<v Speaker 1>So imagine a clinical operations department where most of the

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<v Speaker 1>decisions are made by the team doing the work. No

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<v Speaker 1>more the decision top down, but really the decision bottom up.

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<v Speaker 1>Imagine teams which are built around the customer and not

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<v Speaker 1>the boss, so it's really about debossing. And imagine an

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<v Speaker 1>organization where manager are no more managers, but leaders which

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<v Speaker 1>are coaching. Imagine that innovation cycles are as quick as

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<v Speaker 1>ninety days, so no more lingering. Projects after ninety days

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<v Speaker 1>is finished successful or not you and imagine an organization

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<v Speaker 1>of where we have the speed of a startup with

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<v Speaker 1>a scale of a multinational And imagine organization where the

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<v Speaker 1>mission is always in the forefront. What does it mean?

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<v Speaker 1>Our mission is to serve patients, to serve sites. Whatever

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<v Speaker 1>a team is doing, whatever goal a team is taken,

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<v Speaker 1>must be benchmarked versus this mission. And then you will

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<v Speaker 1>see several projects are already dying in the beginning. So

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<v Speaker 1>these concepts were not developed by clinical operations. This concept

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<v Speaker 1>are the concept of a dynamic shared ownership which are

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<v Speaker 1>currently being introduced for the whole company in Bayer. And

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<v Speaker 1>what I want to show you now how we translated

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<v Speaker 1>this into our clinical operations life. So in fact, we

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<v Speaker 1>reorganized clinical operations from a traditional hierarchy of individuals with

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<v Speaker 1>clear split per country, per study, per task, per hierarchy

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<v Speaker 1>to a thriving network of regional teams with the customer

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<v Speaker 1>at its center. So talking about the classical hierarchies, no surprise.

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<v Speaker 1>The risk is, and we are coming out of this structure,

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<v Speaker 1>that there's a risk of working in silas, that we

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<v Speaker 1>are getting slow, less efficient and the risk of top

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<v Speaker 1>down management. By moving into these striving teams of regional teams,

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<v Speaker 1>we are sorting the teams really around the customer. There

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<v Speaker 1>is no more formal boss, but the one who is

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<v Speaker 1>striving and helping and supporting is a catalyst. So the

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<v Speaker 1>catalyst is support in setting the vision for the team,

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<v Speaker 1>is empowering and coaching the team, and enabling resource and

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<v Speaker 1>knowledge flow in the team that every time the right

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<v Speaker 1>personality is sitting in the right moment at the right

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<v Speaker 1>task in the team itself. So this seems to be

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<v Speaker 1>still fairly theoretical, you may think. But now the question

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<v Speaker 1>is how we are coming from left to right. In fact,

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<v Speaker 1>we did several organizational changes which are here listed on

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<v Speaker 1>the right side. So first of all, now talking about myself.

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<v Speaker 1>Once two years ago, I had four layers until reaching

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<v Speaker 1>the CIRA. Nowadays I have only one layer. So it's

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<v Speaker 1>really about elimination of organizational layers. So for me, it's

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<v Speaker 1>three organizational layers less, which gives me the opportunity to

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<v Speaker 1>hear more from the operational work at the site. Yeah,

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<v Speaker 1>so I get much much more transparency and noise positive

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<v Speaker 1>noise from those who are doing the work. And besides

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<v Speaker 1>this also those who are doing the work, don't have

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<v Speaker 1>any more the risk being micro managed or having someone

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<v Speaker 1>telling them what they have to do. They have to

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<v Speaker 1>find it by themselves together with the team. Yeah, so

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<v Speaker 1>they have to build really on the team. So how

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<v Speaker 1>by increasing the organization layers as automatically increase in span

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<v Speaker 1>of control. So we are now in a span of

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<v Speaker 1>control between one to twenty one to thirty. We started

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<v Speaker 1>at around one to eightyen and I have now really

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<v Speaker 1>one pilot running where we are testing out the span

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<v Speaker 1>of control, which is by the way, they're no more

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<v Speaker 1>called span of control, but span of coaching or one

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<v Speaker 1>to eighty one eight zero. So this boss or this

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<v Speaker 1>is normal boss, this leader, this coach, this catalyst cannot

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<v Speaker 1>take any more so much step into daily content life.

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<v Speaker 1>So the daily content life has to be handled by

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<v Speaker 1>the team itself and also solved only the maximum critical

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<v Speaker 1>things can bubble up. For these, he still needs to

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<v Speaker 1>make time and for the rest he has to coach

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<v Speaker 1>and help the team find the right persons at the

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<v Speaker 1>right stage, help them to thrive, help the talent flow,

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<v Speaker 1>help the talent flow in the team itself. Additionally, what

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<v Speaker 1>we did we consolidated and increase the flexibility of job

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<v Speaker 1>roles by eighty percent. So what is this? Once we started,

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<v Speaker 1>I discovered that we have thirty three zero three zero

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<v Speaker 1>thirty different job the definitions, job profiles and clinical operations.

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<v Speaker 1>We boll is down. We reduce them to six. Now

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<v Speaker 1>we have six job profiles. And the interesting with the

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<v Speaker 1>job profiles is that they are much broader. As example,

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<v Speaker 1>let's take the CRA. The CRA has now in his

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<v Speaker 1>job profile parts of the CTA, the clinical trial assistance,

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<v Speaker 1>but also parts of the level above former level above

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<v Speaker 1>or the CLN the country lead monitor in our organization here,

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<v Speaker 1>so that means he can do whatever he is capable

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<v Speaker 1>to do and is needed by the team, and he

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<v Speaker 1>feels comfortable to do. And you might might now say

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<v Speaker 1>here over times one to do the higher job or

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<v Speaker 1>the more qualified. This is not the case. Yeah, there

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<v Speaker 1>are people who like to be even doo sometimes even

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<v Speaker 1>more of the lower qualified role in order to broaden

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<v Speaker 1>the scope to learn and then move up again in

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<v Speaker 1>the in the next level without every time changing the

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<v Speaker 1>job here. So it's in one job level, it's going

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<v Speaker 1>up and down here. Then what we did, we are

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<v Speaker 1>what we are doing. We are establishing work assignments. We

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<v Speaker 1>are a marketplace approach. What does this mean? A study

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<v Speaker 1>manager is no more named by the line manager. But

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<v Speaker 1>what happens a study is being posted in this marketplace

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<v Speaker 1>and the team itself is then selecting the study manager.

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<v Speaker 1>So a study manager has to apply for a role

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<v Speaker 1>as study manager and then is being selected by the team,

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<v Speaker 1>not more by the lead or by the boss. Also

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<v Speaker 1>here once again the idea is to bring really the

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<v Speaker 1>accountability where it belongs to the teams doing the work.

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<v Speaker 1>Then additionally, what we did is we introduced a cross

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<v Speaker 1>country operations cross country monitoring. So we have divided our

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<v Speaker 1>organization in the countries no more by nationality, but by language.

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<v Speaker 1>What does it mean? I take Latin America as an example.

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<v Speaker 1>So nowadays Latin America as example, Colombia is helping Argentina.

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<v Speaker 1>Argentina is deploying resources to Chila. Chila is deploying resources

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<v Speaker 1>if they speak Portuguese, to Brazil. Brazil is deploying resources

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<v Speaker 1>to Argentina. So it's really a network of a team

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<v Speaker 1>which is capable to move the resources. Are also people,

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<v Speaker 1>depending on their talent, where they are needed. So it's

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<v Speaker 1>no more about national it's more about language. I gave

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<v Speaker 1>you now the example for Latin America. We are doing

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<v Speaker 1>the same for Nordics. In Europe, we are doing the

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<v Speaker 1>same for the French speaking countries. You can do it

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<v Speaker 1>perfectly for Dach Germany, Aussio, Switzerland. We are doing it

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<v Speaker 1>also for Eastern Europe. And we have now also the

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<v Speaker 1>first pilots in Asia where it starts working now fairly well.

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<v Speaker 1>All with all these measures, yeah, elimination of the organization

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<v Speaker 1>and layer, increased the span of control, consolidating job description,

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<v Speaker 1>establishing work assignment. We are the marketplace and this cross

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<v Speaker 1>country operations monitoring, we are establishing in fact a peer

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<v Speaker 1>accountability and much more transparency between teams. The whole construct,

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<v Speaker 1>as mentioned before, is being fueled by the catalyst who

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<v Speaker 1>was Usually these catalysts are very senior people with a

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<v Speaker 1>lot of leadership experience. Of these are the managers from before,

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<v Speaker 1>not every times, but often, and these catalysts are supporting

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<v Speaker 1>in setting the vision, empowering the team and coaching teams

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<v Speaker 1>and enabling with this the resource and talent flow in

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<v Speaker 1>the organization. So now you may ask, okay, what is

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<v Speaker 1>the output there? Sounds all great, great vision, but what

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<v Speaker 1>is really the output. As mentioned, we have started around

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<v Speaker 1>two years ago and by end of this year we

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<v Speaker 1>will have reached the following outputs. So we have reduced

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<v Speaker 1>the management structure about fifty percent, so fifty percent less managers.

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<v Speaker 1>We have increased the efficiency of the overall organization by

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<v Speaker 1>twenty five percent. And this efficiency is increases not only

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<v Speaker 1>because managers are leaving. It's really the catalytic effect of

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<v Speaker 1>teams being more responsible for whatever they do, being more accountable.

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<v Speaker 1>And you can imagine by increasing efficiency you have also

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<v Speaker 1>significant cost savings, which are in fact above twenty five percent. Luckily,

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<v Speaker 1>over this time we have attained all study targets, so

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<v Speaker 1>we have no slippage as all, and we could even

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<v Speaker 1>think so there is no placebo control. But we seem

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<v Speaker 1>to be a little bit faster even here because original

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<v Speaker 1>study targets were and several studies overachieved. We have stable

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<v Speaker 1>quality parame so no slippage on this either. And what

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<v Speaker 1>makes me especially happy this mission focus is mission focus

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<v Speaker 1>on the patient on the sides made us the top

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<v Speaker 1>sponsor in the Center watch Side Relations survey this year.

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<v Speaker 1>So you may say, okay, now what's what's about the employee?

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<v Speaker 1>What does the employee think about it. Is he happy

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<v Speaker 1>or not? We have done the play employee survey once

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<v Speaker 1>we started with the project and we are just in

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<v Speaker 1>this moment donning a new doing a new employee survey

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<v Speaker 1>to see how far we have progressed. If you invite

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<v Speaker 1>me the next dive, I can tell you where we

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<v Speaker 1>are and how it progressed with this. Thanks, thanks a

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<v Speaker 1>lot for listening.