Scaling !

Sparks to fire up your innovation combustion

This coaching session discusses how to effectively scale innovations in corporations.

Starring: Inna (Innovation Leader in a large Pharma corporation) and Wim (coach for Innovation Leaders). [Transcription far below]

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Are you looking for a personal innovation coach?

• Do you want a soundboard, a sparring partner?
• Do you want to run an idea by a passionate outsider?
• Did you just start an innovation program or want to improve it?
• Do you need practical ideas to stimulate innovation?
• Do you want tips on how to manage an innovation portfolio?

If yes, I’m ready to help you!

• I believe in KISS: Keeping Innovation Super Simple. High focus on passion, low focus on processes.
• I have coached more than 50 innovation leaders across the globe in Pharma/healthcare.
• I work as independent coach: per hour or as long as you consider valuable.
• You can reach me (Wim Vandenhouweele) at wimvand@outlook.com

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Transcript

Inna:

⁃ Hi Wim, any thoughts on scaling successful innovations?

Wim:

⁃ Absolutely Scaling is the ultimate goal of innovation. In corporations, innovation is the combination of creating something new (invention) and generating value from it through scaling (commercialization).

Inna:

⁃ I have tried multiple approaches to commercialize innovations. Which one worked best for you?

Wim:

⁃ The concept that worked best by far was the creation of a global center of excellence. This center was a small team that helped multiple countries and franchises to scale those innovations that one country had successfully experimented with.

Inna:

⁃ Interesting. How did that work?

Wim:

⁃ Let me take the example of an innovative adherence program for hypertension patients. This program helped patients to take their medicines the way their physician had prescribed them. This program went through the innovation framework stages in India, Australia and the Philippines. We first shared the results of this successful pilot with the leadership team. Based on the pilot learnings, we outlined the key success factors (KSFs) for successful implementation: in other words, what were the conditions in a specific country that were needed for this innovation to work. Two examples of those conditions were a high market share of our brand and a positive regulatory environment. Based on these KSFs, we recommended and gained endorsement from the leadership team of the countries this program would be offered to. We then assigned the person who had developed and successfully tested the pilot to lead this effort.

Inna:

⁃ What was the result?

Wim:

⁃ Ultimately, over 50 countries launched the program and several other franchises, like vaccines and oncology adapted it to support their customers. The program was even licensed to external organizations, like pharmacy chains.

Inna:

⁃ What made this scaling so successful?

Wim:

⁃ Many reasons, but my top 3 are:

⁃ 1. A real problem: This innovation addressed a real customer and business need.

⁃ 2. The center of excellence: This small team was dedicated, had the right expertise and was accountable. This team accumulated learnings like how to manage technical, regulatory and compliance issues. The center of excellence team leader was passionate about the program, had in depth knowledge and was strongly customer focused (as well internally as externally). She had a great business acumen and was eager to integrate new innovative modules into the program, as new technologies emerged.

⁃ 3. Leadership support: Their endorsement helped overcome the “not invented here” syndrome, present in many countries, through frequent communication and follow-up.

Inna:

⁃ Very inspiring!

• A problem
• A center of excellence
• Leadership support

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