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Playing to Win – Reenergizing Institutionalized Development - Jeff Schimdt, Carl Zeiss Meditec AG

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Playing to Win – Reenergizing Institutionalized Development - Jeff Schimdt, Carl Zeiss Meditec AG

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Playing to Win – Reenergizing Institutionalized Development - Presentation delivered by Keynote Jeffrey Schimdt, Vice President, Research and Development, Carl Zeiss Meditec AG, at the marcus evans Medical Device R&D Summit held on 25-26 June 2015 in Las Vegas.

For more information contact: Slideshare@marcusevans.com.
Playing to Win – Reenergizing Institutionalized Development - Presentation delivered by Keynote Jeffrey Schimdt, Vice President, Research and Development, Carl Zeiss Meditec AG, at the marcus evans Medical Device R&D Summit held on 25-26 June 2015 in Las Vegas.

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Playing to Win – Reenergizing Institutionalized Development - Jeff Schimdt, Carl Zeiss Meditec AG

  1. 1. PLAYING TO WIN Reenergizing Institutionalized Development Jeffrey Schmidt Vice President, Research & Development Carl Zeiss MeditecCarl Zeiss Meditec
  2. 2. WARNINGWARNING
  3. 3. Los Angeles Salt Lake CityOperations Salt Lake City Washington DC Portland Operations R&D Service-Consulting Singapore Syracuse IT Sales & Marketing San FranciscoBusiness Management OBLIGATORY BACKGROUND
  4. 4. When you hold nothing back … When there is no thought of what I might lose … When there is no concept that I could fail … Your singular focus is on achieving the GOALYour singular focus is on achieving the GOAL… DEFINITION: WHAT IS “PLAYING TO WIN”?
  5. 5. “Consistent and organized pattern of behaviour or activities (established by law or custom) that is self-regulating) g g in accordance with generally accepted norms.” Might be how it feels,Might be how it feels, but it is not today’s topic! DEFINITION: WHAT IS AN INSTITUTE?
  6. 6. DO I WORK FOR AN INSTITUTE?
  7. 7. AM I INSTITUTIONALIZED?
  8. 8. ‘ that’s OK ’… that s OK … ‘… enjoy the rest …’ SO IF YOU ARE HAPPY WITH THE INSTITUTE …
  9. 9. IF YOU ARE READY FOR CHANGE …
  10. 10. Speed and adaptability of a start-up with the resources of a market leader “… all the strengths and none of the weaknesses … “If only we had their energy, passion, “If only we had their budgets, customers, we could create …commitment, speed, ...” channels, portfolio, ...” A giant Chihuahua? ==++ A giant Chihuahua? The Start Up The Market Leader MY THREE DECADES EXPERIMENTATION …
  11. 11. NO … HAVE YOU FIGURED IT OUT?
  12. 12. NPD from 34 months 16 months 9 months New products exceeding sales and profit targets 4x improvement in field and manufacturing quality4x improvement in field and manufacturing quality The ‘preferred’ R&D centers for Product Mgrs 6x product output with the same resources 4x more scientific innovation A hi i B d & CEO fidAchieving Board & CEO confidence Reestablishing sales confidence BUT SOME SUCCESS HAS BEEN ACHIEVED …
  13. 13. WHERE TO BEGIN?
  14. 14. Large Enterprise SMESME Protecting the GOAL Start-Up Playing to SCORE Decline Playing to WIN SURVIVESURVIVE WE ALL BEGAN A START UP, WHAT HAPPENED?
  15. 15. CAN WE BREAK THIS CYCLE?
  16. 16. THREE START-UP GENES …
  17. 17. We are all part of a business ecosystem … You cannot create a sustainable change ifg dependent functions do not change with you. WORD OF CAUTION …
  18. 18. BELIEF … CONVINCING THE ORGANIZATION
  19. 19. BELIEF … YOU HAVE TO EARN IT
  20. 20. WHAT ARE THEY GOING TO BELIEVE?
  21. 21. I h t I d iIn what I am doing … In the people I workIn the people I work … YOU HAVE TO MAKE IT PERSONAL …
  22. 22. Two approaches …pp Application: Share a great enemy Application: Saved family member Family has the disease Help not hurt Application: Community business v competition Internal attitudes towards team Share a great cause “I am tired of losing!” BELIEVING … “I MAKE A DIFFERENCE”
  23. 23. The ‘Full’ 360° view … Be consistent Positive energy Walk the talk Have small wins BELIEVING … IN THE TEAM
  24. 24. SORTING OUT THE DISBELIEVERS …
  25. 25. re Implementation tools: Title or role change Performance Plan recultur re…” Reviews (formal/informal) Individual development plans U d th t l th t il bl donfutu ngetusther The 9 Box Used the tools that were available, sometimes differently than how they were designed Measured “Can Measured on today’s results “Can get things done …” M THE POWER OF 9 …
  26. 26. 61% ↓ in under performance ↑65% ↑ in exceptional performance Leadership began to behave like a team Challenge: Some of the managers weren’t believers and some weren’t performers so the initial efforts were ‘sub-optimal’ AND THE RESULTS OVER 12 MONTHS …
  27. 27. YOU’VE CREATED BELIEVERS … WHAT NEXT?
  28. 28. THE SECOND GENE THERAPY…
  29. 29. SOMETIMES SUBTRACTION IS EASIER …
  30. 30. Meetings NOT 0!NOT 0! ProcessDocumentation ProcessDocumentation INSTITUTIONAL TIME SINKS …
  31. 31. “Or this?”“Is this your calendar?” If you spend your d i idays in meetings you are not getting thi danything done. PROTECT YOUR CALENDAR …
  32. 32. Later that year… “What to do?” Later that week … Later that month … CONSENSUS MEETINGS … JUST DON’T GO
  33. 33. #1 Know WHY you are there #2 Add VALUE or LEAVE #3 DECIDE ASSIGN#3 DECIDE or ASSIGN HALF any standing meeting Own your calendarOwn your calendar JUST STOP …
  34. 34. You have a 100 pageou a e a 00 page strategy and 200 page business planp g p … is it helping? DOCUMENTATION TAKES TIME …
  35. 35. Parses work Makes visual Tells a story Only the essential info M tl b ll tMostly bullets Fluidic in nature Doubles as a reporting toolDoubles as a reporting tool WHAT’S A ONE PAGER?
  36. 36. OPERATIONSAssumes: Stability Business cornerstone: The 3 year strategy The annual plan Annual objectives Time OPERATIONS One Page r Assumes: Moving Target One Page r Update EventCollection of 1 pgs creates Plan THE CHALLENGES WITH CURRENT PLANNING
  37. 37. Responded to a competitive threat in 3 weeks from identification rather than 12-14 months Cut the business planning cycle by 50% with significant more teammore team participation/buy in ARE ONE PAGERS VALUABLE?
  38. 38. … and end up here. We start off here … WE LOVE OUR PROCESSES …
  39. 39. … results in an SOP. The complexity of this process ….process …. SOPS EVOLVE TO TELL PEOPLE WHAT TO DO
  40. 40. … and they stop thinking. We train people to follow the SOP …the SOP … WE TRAIN PEOPLE TO FOLLOW PROCEDURE
  41. 41. … they stop. When a situation is not covered by the SOP …covered by the SOP … THE PROCEDURE REPLACES THINKING
  42. 42. R d SOP t thReduce SOPs to the essential few; then cutessential few; then cut that in half.
  43. 43. Value Stream Maps and kaizens THEN SIMPLIFY WHAT’S LEFT
  44. 44. DEVELOPMENT CELLS
  45. 45. MatrixHierarchy Coordination & communication Flexibility Complexity: accountability Authority & control over resources Functional specialization Distance: decision ↔ execution RACI MODEL Over specifying decisions Adding ‘everyone’ to the model RACI MODELKeep everyone ‘engaged’ HIERARCHY TO MATRIX …
  46. 46. Evolved Matrix Organization:Portfolio Lifecycle Development Cells Evolved Matrix Organization: Portfolio of work vs a project Smaller core team; self selecting Ability to move resources Small Core Teams (cell) Small Core Teams (cell) Portfolio Lifecycle Management Function y Ability to deviate from process/rules Ability to make strategic investments Internal & External Support Teams Role vs structure driven SUPPORT team Investments: Longer term commitments Return: Start-up responsivenessLonger term commitments Access to core team members Plan/process deviations Responsive to escalations Start-up responsiveness Ultrahigh output Team ownership sp s s s Accept higher failure rates EVOLVING TO DEVELOPMENT CELLS

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