TNR2013 Kristin Cullen & Birgit Schoeberl, Boundary-Spanning Leadership - How Leading Organizations...

Boundary Spanning Leadership and

Network Development:

Driving Collaboration and Innovation

Kristin Cullen Birgit SchoeberlCenter for Creative Leadership Merrimack Pharmaceuticals

Objectives

2013 Center for Creative Leadership. All Rights Reserved.

Leadership Redefined


Boundary spanning leadership

Networks

Chief Science Officer

Leader (1)

POD A (1)

POD A (2)

POD A (3)

POD A (4)

POD A (5)

Leader (2)

POD B (1)

POD B (2)

POD B (3)

POD B (4)

POD B(5)

POD C (1)

POD C (2)

POD C (3)

POD C (4)

POD C (5)

POD D

Leader (3)

POD E (1)

POD E (2)

POD E (3)

POD E (4)

POD F (1)

POD F (2)

POD F (3)

POD F (4)

POD G (1)

POD G(2)

POD G(3)

POD H (1)

POD H (2)

POD H (3)

POD H (4)

POD H (5)

POD I (1)

POD I (2)

POD I (3)

Leader (4)

POD J (1)

POD J (2)

POD J (3)

Why are Networks critical to BSL?

Org charts fail to provide insights regarding: Informal Leaders Internal Group Connections Between Group Connections Key Boundary Spanners

Formal Structure

Informal Communication Network

Developing Network Perspective

The ability to look beyond formal, designated relationships and see the connections between people in and beyond your organization.

Network perspectivereveals boundaries within thenetwork and opportunities tostrategically span them.


Integrated SolutionsIntegrated Solutions

Systems BiologySystems Biology

Molecular DiagnosticsMolecular

Diagnostics

Targeted TherapiesTargeted

TherapiesBench to BedsideBench to Bedside

Merrimack Stat Sheet

Gary Crocker, Chair

James Dresser, r. BCG

Gordon Fehr, r. Pfizer

John Mendelsohn, MD Anderson

Sarah Nash, r. JPM/Chase

Michael Porter, HBS

James Quigley, r. Deloitte

Anthony Sinskey, MIT

BOD SAB Doug Lauffenburger, MIT

James Marks, UCSF

John Park, UCSF

Barrett Rollins, Dana Farber

Peter Sorger, HMS

Louis Weiner, Georgetown

Dane Wittrup, MIT

Mike Yaffe, MIT

MIT & Harvard c. 2000 Systems Engineering Cancer Regimens 10+ Large Molecule Programs Based in Cambridge, MA ~250 employees Institutional investor base NASDAQ: MACK

Current Drug Development Paradigm is not working

Source: PHRMA, FDA, Economist, BCG

Overall R&D efficiency is decreasing % of total cost of single drug success by phase

Most of $ are spent from discovery to IND

Can we do Pre-Clinical Drug Discovery differently ?

Moving from trial and error to a systems understanding of cancer to

design novel therapies

Trial & Error Engineering

.necessitates interdisciplinary teams

Strategic Pillars for doing Discovery Differently

Systems BiologySystems Biology

Multi-disciplinary

Teams

Multi-disciplinary

Teams

Integrated SolutionsIntegrated Solutions

Mission of the Discovery Organization

Efficiently progress ideas into a steady pipeline of novel therapeutics in Oncology

Identify critical disease networks In silico test new therapeutic approaches Rapidly prototype new therapeutic concepts

Merrimack Pharmaceuticals, Inc. 2012

Critical Network Identification

Network Modeling Prototype

Time (min)

Our Approach

Engineering

Computing

Biology

Kinetic Data Sets

Systems Analytics

Organized for Innovation

2011 Merrimack Pharmaceuticals, Inc. All Rights Reserved.

Team Based Organization

PODS Bell Labs Discovery group

Projects: fully integrated, multi-disciplinary teams

Expertise based Peer Groups

Support: cGMP manufacturing & Administration

Networked organization

~60 academic collaborations

~400 clinical sites

Phase 1 collaborator network

SAB, CAB, & spinouts

Productivity

4 years: initiate discovery to IND

Discovery to IND:

PODs

Seeds for novel therapeutic ideas

Small interdisciplinary teams 1-6 FTEs Seeded by an entrepreneur who proposes an exciting idea Live and die based on overall excitement Resource poor forced to collaborate

2013 Center for Creative Leadership. All Rights

POD I

POD A

POD J

POD E

POD H

POD B

POD E

POD G

POD CPOD D

Have we really built a networked organization ?

2011 Merrimack Pharmaceuticals, Inc. All Rights Reserved.

Zooming into the PODs

16

Understand if we live the vision of a networked organization

Understand boundaries that might be inhibiting our success

Study the effect of time on the network

Identify areas for improvement

The 5 boundaries of leadership

across levels &authority

Vertical

across functions& expertise

Horizontal

across externalgroups & interests

Stakeholder

across markets& distance

Geographic

Demographic

across diversegroups & differences


Using a network analysis we can check the

connectivity across these boundaries.

Critical Boundaries for Merrimack

Integration of Interns and Formal Leaders

Vertical


PODs

Seeds for novel therapeutic ideas

Small interdisciplinary teams 1-6 FTEs Seeded by an entrepreneur who proposes an exciting idea Live and die based on overall excitement Resource poor forced to collaborate

2013 Center for Creative Leadership. All Rights

POD I

POD A

POD J

POD E

POD H

POD B

POD E

POD G

POD CPOD D



Vertical Integration

Shape indicates levelDown Triangle = Senior LeaderUp Triangle = POD leaderSquare = employeeCircle = intern

Size indicates In Degree Centrality

Color indicates POD

POD H

POD A

POD IPOD C

POD EPOD B

POD JPOD E

POD G

POD D


Collaboration between Cross-Functional Teams and Professions

Horizontal


Horizontal Collaboration


Profession

Antibody Engineer

Cell Biologist

Computational Modeler

In Vivo Scientist

Liposomal Scientist

Protein Biochemist

February June

Weekly Ties Total 606Average 15.375% between PODs

Total 628Average 14.687% between PODs

Daily Ties Total 147Average 3.849% between PODs

Total 154Average 3.681% between PODs

February June


Floor design (and stairs) segregating communication

Geographic


Geographic Communication


4TH Floor

Mezzanine

2ND Floor



Geographic Communication

4TH Floor

Mezzanine

2ND Floor

2013 Center for Creative Leadership. All Rights Reserved.2010 Center for Creative Leadership. All Rights Reserved.

bound a ry1. A border that indicates bounds or limits 2. A frontier where advances and new activity occurs

3 strategies for spanning boundaries

DiscoveringNew Frontiers

ForgingCommon Ground

ManagingBoundaries


Taps into the power of differentiation the need for distinctiveness, divergence, and uniqueness across group boundaries.

Managing Boundaries

How are Boundaries Strengthened at Merrimack

How are Boundaries Strengthened at Merrimack?

Define Boundaries

to achieve

Safety and Security

BufferingManaging Boundaries

How are Boundaries Strengthened at Merrimack

How are Boundaries Strengthened at Merrimack?

Managing Boundaries

Understand Boundaries

to achieve

Awareness and Respect

Reflecting

Taps into the power of integration the need for unity, convergence, and belonging.

Forging Common Ground

How is Merrimack Integrating Across Boundaries?


Suspend Boundaries

to achieve

Mutual Confidence and

Trust

Connecting

I started a journal group for more junior scientists. Its a group of people that didnt really interact. People have become more interactive and friendly. I have a rule that we would be able to talk about anything we wanted to.Ive seen people that have been very quiet and kind of in the corner, come out in this group and just blossom.


How is Merrimack Integrating Across Boundaries?


Connecting

Mobilizing

It feels more like a company instead of different floors. It just facilitates more interactions and more relationships. I think its a very good thing.

24


Reframe Boundaries

to achieve

Community and Accountability

Mobilizing

Taps into the power of integration and differentiation simultaneously the location where the most advanced and innovative opportunities await.

Discovering New Frontiers

How is Merrimack Fostering Innovation?


We started something thats called a swarm team.

Having that connection and the ability to explore whether or not it was a viable option together really improved everyones understanding.

Discovering New Frontiers

Interlace Boundaries

to achieve

Interdependence and Collective

Learning

Weaving

How is Merrimack Fostering Innovation?


Gene ProteinNetwork

Network dynamics govern cell decisions

Discovery on Networks, Not Targets

Discovering New Frontiers Discovering New Frontiers

Cross-Cut Boundaries

to achieve

Reinvention and Alternative

Futures

Transforming

Impact to date


Re-conceptualizing leadership opened up opportunities for career development

Impact at Merrimack

Showing that network awareness matters


Impact at Merrimack

(The feedback) opened my eyes in a positive way. To see where I am, which network area and connections I have. Its like from outside someone who looks at you and it gives me some good confirmation.

Impact at Merrimack

I could do probably far more in connecting to research groups which I have nothing to do with might help me in the long run.

Impact at Merrimack

Data need to breakdown physical barriers to collaboration.


Power of Combing ONA and BSLImpact at Merrimack

The network analysis actually allowed us to make the argument.

Impact at Merrimack

Checking the network shows commitment to maintaining a collaborative culture


Impact at Merrimack


Questions?

Wed like to acknowledge the contributions of :Craig Appaneal, Donna Chrobot-Mason, Alexandra Gerbasi, and Chuck Palus

Please contact Kristin L. Cullen ([email protected]; 336-286-4468).

TNR2013 Kristin Cullen & Birgit Schoeberl, Boundary-Spanning Leadership - How Leading Organizations...

Business

Transcript of TNR2013 Kristin Cullen & Birgit Schoeberl, Boundary-Spanning Leadership - How Leading Organizations...