Similaire à TNR2013 Kristin Cullen & Birgit Schoeberl, Boundary-Spanning Leadership - How Leading Organizations Are Driving Collaboration & Innovation (20)
5. Why are …
NetworksNetworks critical to BSL?
Formal Structure Chief Science
Officer
Leader (1) Leader (2) Leader (3) Leader (4)
POD A (1) POD B (1) POD C (1) POD D POD E (1) POD F (1) POD G (1) POD H (1) POD I (1) POD J (1)
POD A (2) POD B (2) POD C (2) POD E (2) POD F (2) POD G(2) POD H (2) POD I (2) POD J (2)
POD A (3) POD B (3) POD C (3) POD E (3) POD F (3) POD G(3) POD H (3) POD I (3) POD J (3)
POD A (4) POD B (4) POD C (4) POD E (4) POD F (4) POD H (4)
POD A (5) POD B(5) POD C (5) POD H (5)
Org charts fail to provide insights regarding:
• Informal Leaders
• Internal Group Connections
• Between Group Connections
• Key Boundary Spanners
Informal Communication Network
7. Systems Molecular
Biology Diagnostics
Integrated
Solutions
Targeted
Therapies
Bench to
Bedside
8. Merrimack Stat Sheet
• MIT & Harvard c. 2000
• Systems Engineering
• Cancer Regimens
• 10+ Large Molecule Programs
• Based in Cambridge, MA
• ~250 employees
• Institutional investor base
• NASDAQ: MACK
BOD SAB
• Gary Crocker, Chair • Doug Lauffenburger, MIT
• James Dresser, r. BCG • James Marks, UCSF
• Gordon Fehr, r. Pfizer • John Park, UCSF
• John Mendelsohn, MD Anderson • Barrett Rollins, Dana Farber
• Sarah Nash, r. JPM/Chase • Peter Sorger, HMS
• Michael Porter, HBS • Louis Weiner, Georgetown
• James Quigley, r. Deloitte • Dane Wittrup, MIT
• Anthony Sinskey, MIT • Mike Yaffe, MIT
9. Current Drug Development Paradigm
is not working
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 ?
Source: PHRMA, FDA, Economist, BCG
10. Moving from trial and error to a
systems understanding of cancer to
design novel therapies
Trial & Error Engineering
….necessitates interdisciplinary teams
11. Strategic Pillars for doing Discovery
Differently
Multi-
Systems Integrated
disciplinary
Biology Solutions
Teams
28. Managing Boundaries
Taps into the power of differentiation – the need for
distinctiveness, divergence, and uniqueness across
group boundaries.
29. How areare Boundaries
How Boundaries Strengthened at
Strengthened at Merrimack
Merrimack?
Managing Boundaries
Buffering
Define
Boundaries
to achieve …
Safety and
Security
30. How areare Boundaries
How Boundaries Strengthened at
Strengthened at Merrimack
Merrimack?
Managing Boundaries
Reflecting
Understand
Boundaries
to achieve …
Awareness and
Respect
31. Forging Common Ground
Taps into the power of integration – the need for unity,
convergence, and belonging.
34. Discovering New Frontiers
Taps into the power of integration and differentiation
simultaneously – the location where the most advanced
and innovative opportunities await.