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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 - health@gapingvoid.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.
17. Orphans can be blockbusters.
We’re taught to remove
outliers from our data.
The thing about outliers in
R&D, sometimes they can
transform humanity.
18. Budgets are moral documents.
You and your company
have a responsibility to
humanity.
Deciding what paths to
follow and what paths
to ignore is a profound
decision.
19. Hack your budget.
If there’s one place to
get creative, it’s here.
Budgets control the level
of innovation.
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
health@gapingvoid.com
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.

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Gapingvoid 20 Ideas to Foster Innovation in Drug Development

  • 1. 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 - health@gapingvoid.com
  • 2. 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
  • 3. 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
  • 4. 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.
  • 5. 2. Think like an entrepreneur. Researchers need to think more like entrepreneurs because entrepreneurs are ruthlessly effective at getting things done.
  • 6. 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.
  • 7. 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.
  • 8. 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.
  • 9. 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.
  • 10. 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.
  • 11. 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.
  • 12. 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.
  • 13. 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.
  • 14. 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?
  • 15. 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.
  • 16. 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.
  • 17. 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.
  • 18. 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.
  • 19. 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. 17. Orphans can be blockbusters. We’re taught to remove outliers from our data. The thing about outliers in R&D, sometimes they can transform humanity.
  • 21. 18. Budgets are moral documents. You and your company have a responsibility to humanity. Deciding what paths to follow and what paths to ignore is a profound decision.
  • 22. 19. Hack your budget. If there’s one place to get creative, it’s here. Budgets control the level of innovation.
  • 23. 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..
  • 24. 305-763-8503 health@gapingvoid.com 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.