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Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
Organizational Effectiveness 2013 Impact Assessment
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Organizational Effectiveness 2013 Impact Assessment

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The Organizational Effectiveness (OE) approach within Boehringer Ingelheim Pharmaceuticals, Inc. (BIPI) involves surfacing issues that span multiple functions through questions, discussion and dialog. …

The Organizational Effectiveness (OE) approach within Boehringer Ingelheim Pharmaceuticals, Inc. (BIPI) involves surfacing issues that span multiple functions through questions, discussion and dialog. We then empower passionate people from across our company to work together to affect positive change.

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  • 1. WHAT ?
  • 2. OE = Old English Otitis Externa ö Organizational Effectiveness
  • 3. = what?
  • 4. What happens when you start asking questions?
  • 5. People have important conversations.
  • 6. Important conversations + People = olutions S Productivity Profitability Positive change
  • 7. Important conversations You + People = ou talk Y about what matters Me to you We Listen. Discuss it together, across functions, at all levels. Make decisions. Change our company for the better.
  • 8. SO... WHAT?
  • 9. employees Time saved quality speed Connections between people growth mindset Money saved engagement Involvement That’s the idea! simplicity impact not perfection compliance diversity Learning
  • 10. Take VTI Day. We had one mission, two themes and great results: Talk. Listen. Solve. • 1800 webcast viewers • 176 contributions across 5 ‘As I See It’ threads • 1300 feedback cards • 1 great video with 100 employee contributors • 14 functional areas from 4 OPUs • 1 self-identified project leader • and 8 self-identified team members
  • 11. … but what’s behind the 1800 14 VTI Day numbers? What do they mean? 176 1300 • The project lead, Christine Davis, got valuable experience and hours she could apply toward her professional certification in project management. • The project was completed on-time, in-scope and under-budget. • Everyone participated. • And the conversation is still going. 100 150
  • 12. “It turned out that my BI title didn’t matter… the experience fit with my talent and what I want to do in my career.” – Christine Davis, VTI Day project lead and Specialist, Trial Documentation
  • 13. Another example is an Alignment Efficiency project that took on ways to improve cross-functional collaboration in large-scale initiatives within the Enabling Functions.
  • 14. Alignment Efficiency project goals: • Full transparency • Earlier communication D • ecision-making at the right level, by the right people • Strategic prioritization • A process for sharing goals … across all Enabling Functions initiatives. The results? • A new Enabling Functions Initiative Board (EFIB) S • tandardized key planning information for large-scale initiatives • Annual cross-functional goal-setting
  • 15. “Sometimes people feel that they can only improve what they can do, but things can’t change at the top… this is an example where senior leaders… are very open to change.” – Hillary Wilson, Enabling Functions project lead and Brand Business Operations
  • 16. And yet another example of Alignment Efficiency in OE: Onboarding The volunteer team took a look at the Onboarding process to identify pain points and recommend improvements.
  • 17. When we started, the OE network discovered that many OPUs and functions were working to improve Onboarding. Now, they’re connected and sharing ideas… And as a result, they’re saving time and money.
  • 18. Onboarding Phase 1 is complete, and phase 2 is underway. Our goal: • Speed up the process to get new employees acclimated G • et them the tools they need to start working C • reate a connected, cohesive onboarding experience More to come…
  • 19. Across OE, participants are seeing the benefits – and have ideas about what it can accomplish: “OE is evidence that you could motivate a large group of people to go above and beyond without extra infrastructure, money.” That everyone is willing to step forward and be a part of a solution – don’t complain – make the company better. We seek simplicity and clarity – understand the input to the output before taking actions. We become more effective working across functions or businesses and recognize it’s all connected… “Through OE people speak up without complaining, focus on real causes, take a systemic view, and work across silos more effectively.” “Working with people that want to change something.” These are real quotes from an anonymous survey of OE participants.
  • 20. NOW WHAT?
  • 21. This is your workplace.
  • 22. You have control.
  • 23. OE = We You Me So how do you want to get involved? How can you affect change?
  • 24. Join the conversation today! Visit http://bi-oe to find out how...

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