Case Developping a Team of High Performance - Crescendo - Galderma Brazil

DEVELOPPING A TEAM OF HIGH PERFORMANCE :
A CASE IN THE PHARMACEUTICAL INDUSTRY

Presentation

Juan Carlos Gaona – former CEO at Galderma Brazil
Fred Donier – Managing Partner at Crescendo Consulting
São Paulo, October 14th 2011

© Crescendo Consultoria
Crescendo Consultoria – São Paulo – Tel: +55 11 3521 7322 – e-mail: crescendo@crescendo-consult.com.br - website: www.crescendo-consult.com.br

Summary

• Collective Effectiveness: methodological framework

• Galderma case: developping a team of high performance

• Conclusions & lessons learned

Leadership Cases / FIA Conference – Oct .14 2011 – Juan Carlos Gaona / Frédéric Donier Page 2

Benchmarking : Main reasons
of Mistakes in the Team Work

6 essential causes of
errors in team work

Incidence of errors in the human
Activities in general* 1. Ambiguous objectives which don’t
make people responsible
50%
2. Physical or mental distance between
the members of the team
3. Unfamiliarity among the members and
25% with the work
25%
4. Conflictive roles / Loose coordination
5. Lack of feedback on the actions
6. Lack of shared Information and/or
Non human errors insufficient transparent Information
Collective human errors
Individual human errors

* Source: Dr. Patrick Georges – “Gagner en efficacité en équipe”


How to evaluate the Evolution of a Team?
3 Stages Model

Typical evolution Process with support
6 – 9 months 9 – 12 months
focused on collective effectiveness

Team development 1. Gathering of 2. Collaborative 3. High Performance
stage Individuals Group Team
Way of Thought Linear Systemic Holistic
Cause=>effect Cause => Effect Vision
Effect => Cause
Belief Me+, you-, others- Me+, you+, others- Me+, you+, others+
Development centered on... abilities Reciprocal listening Integration into each
person
Focus Content Process Sense
Values Technique Relationships Coherence
Identification of the person With oneself To the group To the organization, and
its balance and the
partnership
Leadership Cases / FIA Conference – Oct .14 2011 – Juan Carlos Gaona / Frédéric Donier Source: Vincent Lenhardt / Adapted by Crescendo Page 4

the Leader of the Collective Intelligence era has
to create meaning for each member of his team

“Leaders don’t just make products and make decisions.
don’ The challenge
Leaders make meaning.”
meaning.”
– John Seely Brown

Leader
Manager
Profissional
–1 –2 –3

Focus On technical contents On processes On meaning
Major • To know the company Assuring that teams apply • Creating meaning to the work of the
business practices ( correctly the processes supervised persons
Missions “métier”)
Key Roles • Contributing to the operating • Assuring interfaces • Transmiting to collaborators motivation
process • Aplying the management to be part of a larger context . Ex:
• Solving functional problems system create the greatest steel company to
work in the world
• Acting as coach
• Assuring a holistic integration of teams
(360 degrees vision)

Collective Effectiveness :
Typical approach

Phase 1 Phase 2 Phase 3
Management Consolidation
Steps Diagnosis
Team &
N-1/N-2
Workshop deployment
• Kick-off meeting • Validation of diagnosis According to specifics
Content • Planning and organi- with the CEO Needs:
zation of interviews • Workshop preparation - Management Team
• Application + feedbacks • Workshop realization Coaching
with MT (2 days) - Coaching of key
of selected psycho-
• Final report of committees
metry instrument workshop outputs - Deployment of CE to
• Production of Mana- • Debriefing session middle management
gement Team with CEO / HR teams
CE diagnosis • Communication plan - Consolidation of MT
execution CE

Involved • Management • Management • Management
audience Team Team Tean
• Option: N-2 • N-2
• N-3, ...

Timing Few weeks Few days 6 to 24 months

Summary

• Collectiveness Effectiveness: methodological framework

• Galderma case: developping a team of high performance



Galderma Brazil :
Business context in 2009

• Company had not achieved its goals in the past 3 years

• Losing market share for more than 60 months in a row

• Losing talented people to the competition, motivation rather low

• Present in a very dynamic, growing and competitive market

• New Management Team composed of a mix people from previous management (4),
recently promoted members (4) and external hiring (2)

• Ambitious medium-term business plan approved, whereby the Company had to
double its sales in 4 years time


Galderma Brazil Collective Effectiveness Case
Time line : from august 2009 to july2011

• Some changes within • Several changes
CONTEXT • New CEO of MT composition within MT
Galderma Brazil
•Aquisition of Q-Med
2009 2010 2011

1 2 3 4
CASE
• N-1 + N-2 diagnosis • Implementation of CE • N-1 + N-2 diagnosis
MILESTONES • Integration session
•MT Collective Effectiveness tools within MT (rituals) •MT Collective
program - stage 1 •Coaching of key committees Effectiveness program
•Deployment of CE advanced stage


The initial diagnosis in August 2009
revealed a Management Team positioned at stage 1

Stage
August 2009
Effect => Cause
person
its balance and the
partnership
Source: Crescendo diagnosis


The interviews showed that the MT’s strengths were its diversity
and high level of commitment, whereas the lack of team work
were its main Achilles heel
STRENGTHS ROOM FOR IMPROVEMENT
• Multidisciplinary • Variable level of maturity
Strong knowledge • More in-depth analyses necessary
PROFILES

•
• Richness/diversity of background • Validate the right path to follow
• New members (unwounded unlike the rest)
• Young team
• Ambitious / willing to grow
• Results-oriented team
• There is some (partial) affinity among some • They do not know each other well
members • Need to better understand their colleagues’ needs
• Communication is good with 3 or 4 members • Low mutual trust
• Respect to the leader Need for more respect to other’s opinions
BEHAVIOR

•
• Commitment to the Company • “I do not feel myself at home yet as member of the MT”
• The team is engaged with the goals • Not frank enough
• Motivated to see the Company grow • Low interpersonal interpersonal
• Energetic • “There is little interaction among the team”
• “Everyone with her own problems” /“Each one on his own”
• “It is necessary to be more open”
• No openness to feedback
• “Before you speak at the MT meeting we need to get
aligned”
• “The group is not united” / “We are still a gang”
• “I only had lunch once or twice with peers tops”
CONTENT

• There is a forum for discussion • Share more information
• The subjects discussed during the MT meeting are • Lack of processes
relevant • Plan better / have a vision


The many different profiles and complementing expertise of MT
members is perceived as a great strength...

Time at MT When adding up, more than 70 years of experience in dermatology, of
which more than 50 at Galderma

• HR • Regulatory
> 1 year Affairs
• Marketing
• Finance

• Aesthetic,
• Sales & Trade Devices & • General Manager
< 1 year Hospital
• Manufacturing Business • Demand
& Supply
Chain • Medical

< 1 year 1 to 5 year > 5 year Time at Galderma

The N-2 vision confirmed that Mutual Trust is very low at the MT

Assessment of the 5 dysfunctions of a team by the MT(Aug and Oct 2009) and by N-2 (Jan 2010)

- “Some leaders are on
a pedestal” ”
- “Trust is still low”
”
- “They speak with
some reservation” ”
– “They do not
- “lacks confidence
get along, a do inter-departments” ”
not speak
much, are they - “It is getting better””
really partners?
If they set the
example, what
does it mean?” ”
– “It seems they “
–“All are
pass along the pointing
problems from fingers””
one to the “
–“There is a
other”” tendency to
avoid conflict
at the MT, to
pass it on to
“
–“They are committed to the decisions N-2””
”
they take”


Learning from Collective Effectiveness:
the importance of group dynamics

–Improve cohesion

–Partnership

–Planning

–Motivation

–The egos stayed beside

–Have fun

–Energy helps us to find quick solutions

–Everybody together goes further than if you are alone

–We have the same objective!

“YES WE CAN!!!”

Quarterly Yearly
Management Rituals at Galderma : Monthly
Mapping defined in Feb 10 Weekly/Fortnigh
tly

Hierarchy
Monthly MTO Quarterly MTO Quarterly
project review review purchasing Business Review Reuniões anuais
review (trim) internacionais
Latam/
Global

Derm Quest
Monthly Supply Monthly Finance Quarterly quality (bimes)
chain call MTO call review Teleconf Ipsen business
trimestral Latam review (quadrim)

Business review
MTO MTO
MT

Working coffee Pre-Business Workshop Budget
Monthly MT Review Convention
(3x per month) Meeting OCDP (annual) Mngt alignment preparation +
preparation
(trim) (with N-2) team building
department department

Reg Affairs & Monthly Clinical Quarterly Mkt Quarterly info
Inter-

S&OP Forecast Sales
MTO Innovation studies Rx & OTC meeting (SP/
meeting meeting convention
alignment meeting meeting (bim) alignment Hortolandia)
Joint Rx/Trade
team meeting
Intra-

Weekly Dpt Fortnightly Fortnightly Monthly Half-yearly Finance,
meetings: Mkt Dpt conf call Rx meeting: HR, RA/MA func-
MTO, RA, MA meeting ( Sales sales, finance tional review
– Time

Example of Internal communication outcome:
Climate Survey on line and once per week!
A methodology that helps us know the company’s environment better;

An internal research; a constant “dialogue” between company and employees;

A "thermometer“ that tell us how the employees are and what their expectations.
–Work Environment –Engagement –Leadership –Business Knowledge

Today is the day to say what you think!
You are receiving “Fala, Galdema”
Answer the questions and contribute to a better Galderma!

“Speak up, Galderma” ”
Your voice is our Voice!!!

Still, 18 months after the kick-off there were room for
improvement in delegation, alignment and generally on the
maturity of the team
Team Strengths Team Room for Improvement
“The MT did not stop working, even after changing 4 of its
members“ “ “There is still some level of individualism”
”

“We healed the scars from the past”
” “Align the level of Collective Effectiveness between the
old and new team”
“Communication flows well” / “The dynamic is informal”
” ”
“We have freedom to speak up whenever is necessary” ”
“ Tendency to blame the others to justify some
“The GM’s absence is no longer a big problem” ”
failures”
“The quality of the discussions remain high even without
him””
“Not practicing mutual accountability always”
”
“Renovated team with lots of energy”
”

“Hands on profile”
” “Moderate a bit the anxiety of some members for
always appearing and stealing the scene“
“ Healthy environment that generates trust”
”

“I am no longer afraid of making a mistake in front “Give more decision power to the managers”
”
”
of the team” “Everything has to pass through the MT”
”

“ Competitive and vanity”
”
”
“ Trust on Juan´s leadership”
´

Outcomes :
Action plans have been designed and implemented
in different areas
–

Alignment Internal
inter-areas Communication

Organizational
Structure OCDP

Effective Management
Rituals and Committees

Internal Process &
Organization Processes Roll out


In 18 months, the Management Team members have had a
substantial evolution towards an integrative management style

Interest for
Tasks/Results
+ 10

9

MT average
May 11
8

Management
7 Team average
Nov 09

6

5

-
- 4 5 6 7 8 9 10 +
Source: Crescendo individual interviews wtih MT members / May 11 Interest for people

A tremendous progress in Collective Effectiveness
between August 09 and May 11: from 56 to 76% in average

Mutual
Trust

• Analysis : August 2009 and May 2011 oral questionnaires CE Aug 09: 56%
• Analysis : Nov.2009 written questionnaires CE Nov 09: 66%
CE May11: 76%

Example of High Performance Team Exercise

• Question 1: What is the most important behavior this person has that contributes to
build a high performance team?

• Question 2: What is the most important behavior this person has that does not
contributes to build a high performance team?


´
Based on Lenhart´s 3 stage team development model ,
´
we can sum up the story of Galderma MT´s case

Aug. 2009 Nov 2009 May 2011 Jul 2011

Effect => Cause
person
its balance and the
partnership

The four principal key factors of success
as presented at Galderma HR International Meeting

• The full support of the GM

• Transparent communication across the organization

• HR keeps it alive!

• External support is required to provide impartiality in the process


Galderma Brazil :
2011 Business outcomes

• Company achieved its sales and financial goals in 2009, 2010 and is set to do it again
in 2011

• Sales will grow by more than 60% in the last 2 years, while profit by almost 140%

• Strong management team in place, cohesive and able to lead and highly motivated a
more senior organization

• New members of the MT had a very quick integration with the rest of the team

• Climate was improved dramatically and high turnover was reduced

• Set to reach market leadership by 2012


Summary

• Collectiveness Effectiveness: methodological framework

• Galderma EC case: developping a team of high performance



Some obstacles and levers to apply a
Collective Effectiveness process in a organization

OBSTACLES LEVERS

• Leader non committed with “soft skills” • Example coming from the top
and not practicing exemplarity
• Strong people management culture
• Absence of collaboration + mistrust + meritocracy

• Autocratic managerial style prevailing • Constructive feedback practice

• Culture of “invulnerable” executives • Transparency of collective and
individual objectives

• Absence of people management culture • Consolidated talent management
processes


“What creates trust, in
leader’
the end, is the leader’s
manifest respect for
followers.”
the followers.” — Jim O’Toole, Leading Change


–“The role of the Director is to create
a space where the actors and
become more
actresses can
they’
than they’ve ever been
before, more than
they’
they’ve dreamed of
being.
being.” —Robert Altman, Oscar acceptance speech


Juan Carlos Gaona
Frédéric Donier


Case Developping a Team of High Performance - Crescendo - Galderma Brazil

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