This document summarizes a presentation given by Jacqui Alexander and Margaret Huggins on integrating organizational development, project management, and Lean Six Sigma principles to improve business performance at GSK. The presentation aimed to share GSK's story of creating an Accelerating Delivery and Performance (ADP) team that combines these disciplines, provoke thinking about how collaborating across specialties can boost impact, and provide insights that may apply elsewhere. The ADP approach was developed based on opportunities identified in Lean, OD and PM. It established principles of accelerating change and fundamentals for delivery. The ADP team applied its hybrid approach across projects, learning lessons to build momentum and scale up its work, eventually embedding and adapting its methods more broadly.

1. Changing how we change
Jacqui Alexander & Margaret Huggins
APM East of England Enabling Change SIG
3rd June 2014

2. Objectives of this session
• Share our story of how a small team at GSK are integrating
the principles and practices of OD/change, Project
Management and Lean Six Sigma to improve business
performance – called Accelerating Delivery & Performance
(ADP)
• Provoke your thinking in how ‘combining forces’ with other
specialists can achieve greater organisational impact
• Reflect on insights that could apply to you

3. Session Plan IPO (Input - Process - Outcome)
Input Process Timing Outcomes
• Materials
• Posters
• Handouts
• Slide pack
• Flip charts
Welcome & Set-up 15 mins
1. Share the story of how a small
team at GSK are integrating the
principles and practises of OD,
Project Management and Lean
Six Sigma to improve business
performance .
2. Provoke your thinking about how
‘combining forces’ with other
business improvement
specialists can achieve greater
organisational impact.
3. Reflect on insights that could
apply to you
ADP story in GSK 20 mins
Table Discussion:
• What did you hear?
• What’s your key takeaway?
• What questions do you have?
10 mins
Share insights & Q&A 15 mins

4. Why ADP? A Perfect Storm of Opportunity…
LEAN OD PM

5. The hypothesis - 2009 – The Change Framework
OD
PM
Lean
ADP
PM

6. • Change starts with ‘self’ first
• Clear, active and visible sponsorship by key stakeholders
• Simple timebound measures tied to financial / business
results
• People impacted own and design the change
• Focus on the vital few things you can change now
• Design fit for purpose solutions that address customer needs
not wants
Principles of ChangePrinciples of Accelerating Change (PACE)

7. June 2010: Birth of the Fundamentals for Delivery

8. Origins of the GSK Fundamentals of Delivery
Lean PM
OD
Voice of customer
Go and See
Team Ways of
Working
Problem Solving
Benefits &
Scoping
Approach to
Change
Implementation
Planning
Visual
Performance
Management
Continuous
Improvement
Stakeholder
engagement
Personal
Accountability
Coaching
• Right Brain preference
• Appreciative Inquiry
• Coaching for capability
• People orientation
• Consultative
• Input oriented
• Left Brain preference
• Process orientation
• Problem solving – fix it
• Training for capability
• Goal/results driven
• Discipline and rigour

9. The story so far...
• Learn before
• GSK Change Framework
& Tools
• Mobilise ADP team &
apply to 10 projects
Early Experiments
Building
Momentum &
scale up
Embed, extend
& adapt
What?
Learnings
 Start small and prove
 Active sponsorship
 Work in trios
 Exit Push projects that
don’t work
 Fundamentals for Delivery
 ‘Beacon’ projects
 Forum, Fieldwork,
Feedback approach
 Cross Skilling ADP team
 Build a Practitioner
Community
 Leaders as role models
 Business invest at ‘PoC’
 Avoid sheep dip training
 All ‘pull’, no ‘push
 Choosing the ‘right’ work
 Learn how to say No
 Embed in daily work
 Extend to Emerging
Markets
 Improve standard
approaches
 Leverage Practitioner
community
 Move a small number
of staff to seed new
teams
 Tailor to cultural fit
 Become a hub for
talent development

11. 2009 2010 20122011
Deirdre
Sponsors
Project 0.95
1.00
1.05
1.10
1.15
1.20
1.25
1.30 RB5b market share relative to region
Launch
Solution
implementation
Team shifts performance
of Seratide relative to market
and rest of region
Team wins
“Team
Champions
” award H1
2011
Team wins
“Team
Champions
” award H2
2011(!)
Team leader
changes
Success
measures
change
All team
members
changed
BI roles created in US Pharma
CI starts to “Snowball”
across US Pharma
The New Jersey Story of sustainable change

12. Table Discussion
• What did you hear?
• What’s your key takeaway?
• What questions do you have?

13. Thank you!
CONTACT:
Margaret Huggins:
margaret.r.huggins@gsk.com
Jacqui Alexander:
jacqui.k.alexander@gsk.com