6. Learn to live with ambiguity. We are taught to view ambiguity as a bad thing. Profound innovation is created by combining the unexpected. In a world that only values absolutes, it’s impossible to be innovative.
Disrupting R&D 20 ideas to
foster innovation and disrupt drug development This quirky book is designed to provoke new thinking, approaches and conversations. Feel free to share it within your organization. 305-763-8503 - email@example.com
A cross-functional process for change.
Define Measure Analyze Design Sustain Momentum Our process is designed to feel casual and random. This specific design cheats the neural pathways to avoid bias and resistance to change. Our mainframe methodology is Lean Six Sigma, and the user interface is combined marketing, creativity, neuroscience, design thinking and management science to ensure key deliverables are met while achieving the best possible outcomes for your organization. Gapingvoid uses a cross-functional approach of applied sciences at each step of the process to directly sustain change where classic change management projects occur known failures. Management science Design thinking Neuroscience Management science Design thinking Marketing Design thinking Marketing Management science Neuroscience Management science Marketing
Measuring against best practices from
leading company cultures. The employee is measured across a series of metrics within each category. Together, these metrics are the 24 best practices developed from leading company cultures. Leadership Leadership Work Physical Environment Coworkers Employee OrganizationalPersonal Message Credibility Clear Strategy & Direction Purpose and Mission Leadership Communication Inspiring Environment Productive Meetings Gratitude and Appreciation Information Flow Company Hierarchy Honest Feedback Empathy Curiosity Bias to Action Selflessness Innovative Mindset Ownership Mentality Embrace Change Bring Whole Selves to Work Customer Centricity Collaboration Permission to Fail Employment UX Winning Team Employee
1. Understand your real mission
(hint: money is not your real mission). Each group should develop their own set of mission and values. That is what sets you in the right direction, focuses you on the right things, and keeps you motivated when the going gets tough.
2. Think like an entrepreneur.
Researchers need to think more like entrepreneurs because entrepreneurs are ruthlessly effective at getting things done.
3. Small teams, big impact.
Small teams just move faster. Overlay Jeff Bezos’ thinking on your organization: if it takes more than two pizzas to feed a team, it’s probably too large.
4. Treat innovation like a
thousand little startups. In seriously innovative organizations, the parent company provides resources, but doesn’t control the entrepreneurship. In the world of startups, the marketplace of ideas prevails, the big boys stay out of the way.
5. Meaning scales, people don’t.
The market for something to believe in is infinite. If there’s real meaning, the recruitment will take care of itself. Patients are not counted, they are created.
6. Learn to live with
ambiguity. We are taught to view ambiguity as a bad thing. Profound innovation is created by combining the unexpected. In a world that only values absolutes, it’s impossible to be innovative.
7. Disruptive innovation is driven
by ideas that will make you unpopular. Great ideas may not be understood at first. That doesn’t make them NOT great ideas, it just makes them not quite ready for prime time. Don’t let your biases get the better of you.
8. Nobody cares. When you
dedicate your life to worthy work, it’s easy to think that everyone is on your bandwagon. But, you cannot read the label of the jar you are in. Getting an outsider’s view, will make you far more compelling.
9. Conflict is frequent when
candor is safe. There’s a big problem with polite nodding heads. They keep bad ideas in the pipeline. Encouraging candid conversation will create better study designs.
10. Failure is your friend.
A willingness to accept smart failures is an indicator of organizational health. Fail cheap, fail quickly, and fail often. Create a culture that intellectually values failure. That uses it as a learning opportunity.
11. Late stage failures are
emotional failures. We aren’t the rational actors we pretend to be. We all have biases. How many late stage failures were due to holding onto the wrong ideas?
12. Low productivity is a
symptom of valuing the wrong stuff. Alignment is the key. Are you valuing process over action? Are your teams judged by tangible movement, or ticking boxes? Align to actions to transform productivity.
13. Credentials don’t tell the
whole story. Everyone in the room is already smart. Thinking like a disruptive innovator is where EQ matters a lot. Real understanding and empathy for how others are feeling (including patients) is where innovation is fostered.
14. There’s more to rocket
science than just rockets and science. Sometimes the physical elements aren’t obvious, but they control everything. Similarly, successes and failures depend on so many other things, especially the messy people part.
15. Get out of the
bat cave and talk to the people. The smaller the distance between you and the patient, the better the opportunity to understand the problem. Break down the fences, talk, connect. Seriously, ask questions like real people and see what happens.
16. Patients = family. It’s
so easy to get disconnected. But when empathy guides decision making, the end product is much better. The patient is certainly better for it.
20. Empathy is a work
in progress. Empathy has to be like brushing your teeth. Daily. Patient centered design is empathy centered design. Your best work is grounded in caring. Keep working at it..
305-763-8503 firstname.lastname@example.org Is a design
and management services consultancy that combines Lean Six Sigma methodologies and design thinking approaches to affect change at scale for organizations. Our focus is on visual solutions based upon the growing trend of people being less receptive to long-form communications. We engage with simple ideas that are shared organically, leading to shifting behaviors over time. The gapingvoid practice focuses on enterprise culture, where we have worked for Tony Hsieh’s team at Zappos, Graham Weston’s SLT at Rackspace and Satya Nadella’s leadership team, at Microsoft, to name a few. We also create illustrated marketing tools such as books, eBooks event themes and products where we have partnered with Seth Godin, Brian Solis and more than twenty other authors. Many of our consulting engagements include the installation of art in offices, healthcare and higher education settings. Art is used as a tactic to align environments to purpose, shift behaviors, and communicate critically important messages to audiences. Approximately 5,000 companies around the world have gapingvoid art installed, with a significant audience in higher education, healthcare and tech.