Boundary Spanning Leadership                                 and               Network Development:            Driving Col...
Objectives©2013 Center for Creative Leadership. All Rights Reserved.
Leadership Redefined©2013 Center for Creative Leadership. All Rights Reserved.
Boundary spanning leadership
Why are …     NetworksNetworks critical to BSL? Formal Structure                                                 Chief Sci...
Developing Network Perspective The ability to look beyond formal, designated relationships and see the connections between...
Systems                   MolecularBiology                  Diagnostics            Integrated             Solutions       ...
Merrimack Stat Sheet            •    MIT & Harvard c. 2000            •    Systems Engineering            •    Cancer Regi...
Current Drug Development Paradigm                   is not workingOverall R&D efficiency is decreasing       % of total co...
Moving from trial and error to a systems understanding of cancer to       design novel therapiesTrial & Error          Eng...
Strategic Pillars for doing DiscoveryDifferently               Multi-Systems                    Integrated            disc...
Mission of the Discovery Organization Efficiently progress ideas into a steady pipeline of novel therapeutics in Oncology ...
Our ApproachKinetic Data Sets                                Biology                    Computing                         ...
Organized for Innovation                                                                                  •   Team Based O...
PODsSeeds for novel therapeutic ideas•   Small interdisciplinary teams 1-6 FTEs•   Seeded by an ‘entrepreneur’ who propose...
Have we really built a networked   organization ?                                            Zooming into the PODs        ...
The 5 boundaries of leadership                               Vertical                               Demographic           ...
Critical Boundaries for Merrimack                                               Vertical                                  ...
PODsSeeds for novel therapeutic ideas•   Small interdisciplinary teams 1-6 FTEs•   Seeded by an ‘entrepreneur’ who propose...
Critical Boundaries for Merrimack         Vertical IntegrationColor indicates POD  POD H  POD A  POD I  POD C  POD E  POD ...
Critical Boundaries for Merrimack                                               Horizontal                                ...
Horizontal Collaboration                                           February                     June         Profession   ...
Critical Boundaries for Merrimack                                               Geographic                                ...
Geographic Communication                                                             4TH Floor                            ...
Geographic Communication   Critical Boundaries for Merrimack                                                             4...
bound a ry1. A border that indicates bounds or limits                           2. A frontier where advances and new activ...
3 strategies for spanning boundaries                Managing                                        Forging       Discover...
Managing BoundariesTaps into the power of differentiation – the need fordistinctiveness, divergence, and uniqueness across...
How areare Boundaries    How Boundaries Strengthened at    Strengthened at Merrimack  Merrimack?                       Man...
How areare Boundaries      How Boundaries Strengthened at      Strengthened at Merrimack    Merrimack?                    ...
Forging Common GroundTaps into the power of integration – the need for unity,convergence, and belonging.
How is Merrimack Integrating Across      Boundaries?                                                                      ...
How is Merrimack Integrating Across      Boundaries?                                                                     F...
Discovering New FrontiersTaps into the power of integration and differentiationsimultaneously – the location where the mos...
How is Merrimack Fostering Innovation?                                                                    Discovering New ...
How is Merrimack Fostering Innovation?                                                                                   D...
Impact to date…©2013 Center for Creative Leadership. All Rights Reserved.
Impact at Merrimack Re-conceptualizing leadership opened up opportunities for career development
Impact at Merrimack     Impact at Merrimack • Showing that network awareness matters        (The feedback) opened my eyes ...
Impact at Merrimack   Power of Combing ONA and BSL   Impact at Merrimack• Data need to breakdown physical barriers  to col...
Impact at Merrimack• Checking the network shows commitment  to maintaining a collaborative culture©2012 Center for Creativ...
Questions?  Please contact Kristin L. Cullen (cullenk@ccl.org; 336-286-4468).We’d like to acknowledge the contributions of...
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TNR2013 Kristin Cullen & Birgit Schoeberl, Boundary-Spanning Leadership - How Leading Organizations Are Driving Collaboration & Innovation

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TNR2013 Kristin Cullen & Birgit Schoeberl, Boundary-Spanning Leadership - How Leading Organizations Are Driving Collaboration & Innovation

  1. 1. Boundary Spanning Leadership and Network Development: Driving Collaboration and Innovation Kristin Cullen Birgit SchoeberlCenter for Creative Leadership Merrimack Pharmaceuticals
  2. 2. Objectives©2013 Center for Creative Leadership. All Rights Reserved.
  3. 3. Leadership Redefined©2013 Center for Creative Leadership. All Rights Reserved.
  4. 4. Boundary spanning leadership
  5. 5. Why are … NetworksNetworks critical to BSL? Formal Structure Chief Science OfficerLeader (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
  6. 6. Developing Network Perspective The ability to look beyond formal, designated relationships and see the connections between people in and beyond your organization. Network perspective reveals boundaries within the network and opportunities to strategically span them.©2013 Center for Creative Leadership. All Rights Reserved.
  7. 7. Systems MolecularBiology Diagnostics Integrated Solutions Targeted Therapies Bench to Bedside
  8. 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. 9. Current Drug Development Paradigm is not workingOverall R&D efficiency is decreasing % of total cost of single drug success by phase Most of $ are spent from discovery to INDCan we do Pre-Clinical Drug Discovery differently ? Source: PHRMA, FDA, Economist, BCG
  10. 10. Moving from trial and error to a systems understanding of cancer to design novel therapiesTrial & Error Engineering….necessitates interdisciplinary teams
  11. 11. Strategic Pillars for doing DiscoveryDifferently Multi-Systems Integrated disciplinaryBiology Solutions Teams
  12. 12. Mission of the Discovery Organization Efficiently progress ideas into a steady pipeline of novel therapeutics in Oncology ■ Identify critical disease networks ■ In silico test new therapeutic approaches ■ Rapidly prototype new therapeutic concepts Critical Network Network Modeling Prototype Identification Time (min)©Merrimack Pharmaceuticals, Inc. 2012
  13. 13. Our ApproachKinetic Data Sets Biology Computing Systems Analytics Engineering
  14. 14. Organized for Innovation • Team Based Organization MM-121 – PODS “Bell Labs” Discovery group Medical Modeling – Projects: fully integrated, multi-disciplinary teams Engineering Biology – Expertise based Peer Groups Manufacturing – Support: cGMP manufacturing & Administration MM-111 MM-302 • Networked organization Modeling ManufacturingManufacturing Leadership – ~60 academic collaborations Team Modeling Medical Medical – ~400 clinical sites Engineering Engineering – Phase 1 collaborator network Biology Biology – SAB, CAB, & spinouts POD 1 PODS • Productivity POD 2 – 4 years: initiate discovery to IND POD 3 – Discovery to IND: <$20M/biologic + Dx assays POD 4 POD 5 • Culture that rewards learning, innovation, teamwork • 10+ year 94% retention 14 © 2011 Merrimack Pharmaceuticals, Inc. All Rights Reserved.
  15. 15. PODsSeeds for novel therapeutic ideas• Small interdisciplinary teams 1-6 FTEs• Seeded by an ‘entrepreneur’ who proposes an exciting idea• Live and die based on overall excitement• Resource poor – forced to collaborate POD I POD EPOD E POD J POD A POD B POD G POD H POD C POD D ©2013 Center for Creative Leadership. All Rights
  16. 16. Have we really built a networked organization ? Zooming into the PODs ■ Understand if we ‘live’ the vision of a networked organization ■ Understand boundaries that might be inhibiting our success ■ Study the effect of time on the network ■ Identify areas for improvement 16© 2011 Merrimack Pharmaceuticals, Inc. All Rights Reserved.
  17. 17. The 5 boundaries of leadership Vertical Demographic across levels & across diverse authority groups & differences Horizontal Geographic across functions across markets & expertise & distance Stakeholder Using a network analysis across external we can check the groups & interests connectivity across these boundaries.©2013 Center for Creative Leadership. All Rights Reserved.
  18. 18. Critical Boundaries for Merrimack Vertical Integration of Interns and Formal Leaders©2013 Center for Creative Leadership. All Rights Reserved.
  19. 19. PODsSeeds for novel therapeutic ideas• Small interdisciplinary teams 1-6 FTEs• Seeded by an ‘entrepreneur’ who proposes an exciting idea• Live and die based on overall excitement• Resource poor – forced to collaborate POD I POD EPOD E POD J POD A POD B POD G POD H POD C POD D ©2013 Center for Creative Leadership. All Rights
  20. 20. Critical Boundaries for Merrimack Vertical IntegrationColor indicates POD POD H POD A POD I POD C POD E POD B POD J POD E POD G POD DShape indicates levelDown Triangle = Senior LeaderUp Triangle = POD leaderSquare = employeeCircle = internSize indicates In Degree Centrality ©2013 Center for Creative Leadership. All Rights Reserved.
  21. 21. Critical Boundaries for Merrimack Horizontal Collaboration between Cross-Functional Teams and Professions©2013 Center for Creative Leadership. All Rights Reserved.
  22. 22. Horizontal Collaboration February June Profession Antibody Engineer Weekly Ties Total 606 Total 628 Average 15.3 Average 14.6 Cell Biologist 75% between PODs 87% between PODs Computational Modeler In Vivo Scientist Daily Ties Total 147 Total 154 Average 3.8 Average 3.6 Liposomal Scientist 49% between PODs 81% between PODs Protein BiochemistFebruary June ©2013 Center for Creative Leadership. All Rights Reserved.
  23. 23. Critical Boundaries for Merrimack Geographic Floor design (and stairs) segregating communication©2013 Center for Creative Leadership. All Rights Reserved.
  24. 24. Geographic Communication 4TH Floor Mezzanine 2ND Floor©2013 Center for Creative Leadership. All Rights Reserved.
  25. 25. Geographic Communication Critical Boundaries for Merrimack 4TH Floor Mezzanine 2ND Floor©2013 Center for Creative Leadership. All Rights Reserved.
  26. 26. bound a ry1. A border that indicates bounds or limits 2. A frontier where advances and new activity occurs ©2010 Center for Creative Leadership. All Rights Reserved. ©2013 Center for Creative Leadership. All Rights Reserved.
  27. 27. 3 strategies for spanning boundaries Managing Forging Discovering Boundaries Common Ground New Frontiers©2013 Center for Creative Leadership. All Rights Reserved.
  28. 28. Managing BoundariesTaps into the power of differentiation – the need fordistinctiveness, divergence, and uniqueness acrossgroup boundaries.
  29. 29. How areare Boundaries How Boundaries Strengthened at Strengthened at Merrimack Merrimack? Managing BoundariesBuffering DefineBoundariesto achieve …Safety and Security
  30. 30. How areare Boundaries How Boundaries Strengthened at Strengthened at Merrimack Merrimack? Managing Boundaries Reflecting Understand Boundaries to achieve …Awareness and Respect
  31. 31. Forging Common GroundTaps into the power of integration – the need for unity,convergence, and belonging.
  32. 32. How is Merrimack Integrating Across Boundaries? Forging Common Ground Connecting I started a journal group for more junior scientists. It’s a group of people Suspend that didn’t really interact. People have Boundaries become more interactive and friendly. I to achieve have a rule that we would be able to talk about anything we wanted to. Mutual I’ve seen people that have been veryConfidence and quiet and kind of in the corner, come Trust out in this group and just blossom. ©2013 Center for Creative Leadership. All Rights Reserved.
  33. 33. How is Merrimack Integrating Across Boundaries? Forging Common Ground Mobilizing It feels more like a company instead of different floors. It just facilitates more interactions and more relationships. I think it’s a very good thing. Reframe Connecting Boundaries to achieve 4Community and Accountability 2 Mobilizing ©2013 Center for Creative Leadership. All Rights Reserved.
  34. 34. Discovering New FrontiersTaps into the power of integration and differentiationsimultaneously – the location where the most advancedand innovative opportunities await.
  35. 35. How is Merrimack Fostering Innovation? Discovering New Frontiers Weaving We started something that’s called a swarm team. … Having that connection and the ability to explore Interlace whether or not it was a viable option together really Boundaries improved everyone’s understanding. to achieveInterdependence and Collective Learning ©2013 Center for Creative Leadership. All Rights Reserved.
  36. 36. How is Merrimack Fostering Innovation? Discovering New FrontiersTransforming Gene Protein Network Cross-Cut Boundaries to achieve Network dynamics govern cell decisionsReinvention and Alternative Discovery on Networks, Not Targets Futures ©2013 Center for Creative Leadership. All Rights Reserved.
  37. 37. Impact to date…©2013 Center for Creative Leadership. All Rights Reserved.
  38. 38. Impact at Merrimack Re-conceptualizing leadership opened up opportunities for career development
  39. 39. Impact at Merrimack Impact at Merrimack • Showing that network awareness matters (The feedback) opened my eyes in a positive way. To see where I am, which network area and connections I have. It’s like from outside someone who looks at you and it gives me some good confirmation.I could do probably far more in connecting to researchgroups which I have nothing to do with might help me inthe long run. ©2012 Center for Creative Leadership. All Rights Reserved.
  40. 40. Impact at Merrimack Power of Combing ONA and BSL Impact at Merrimack• Data need to breakdown physical barriers to collaboration. The network analysis actually allowed us to make the argument.©2012 Center for Creative Leadership. All Rights Reserved.
  41. 41. Impact at Merrimack• Checking the network shows commitment to maintaining a collaborative culture©2012 Center for Creative Leadership. All Rights Reserved.
  42. 42. Questions? Please contact Kristin L. Cullen (cullenk@ccl.org; 336-286-4468).We’d like to acknowledge the contributions of :Craig Appaneal, Donna Chrobot-Mason, Alexandra Gerbasi, and Chuck Palus©2012 Center for Creative Leadership. All Rights Reserved.

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