Pfizer Inc - Ken Blanchard

Vision
Our Purpose:
Helping People Live Longer, Healthier, Happier Lives
Our Priorities:
• Discovering and developing new medicines
• Improving access to medicines
• Partnering on health system solutions
Pfizer Global Research & Development
Attrition is high in the process
~100 Discovery Approaches
Millions of
Compounds Screened
High Risk Process
12-15 years, $800MM+
Preclinical
Pharmacology
Preclinical Safety
1 ––2
2
Products
Clinical Pharmacology
& Safety
Discovery
Exploratory Development
Phase I
0
Idea
Full Development
Phase II
Phase III
10
5
11 - 15 Years
15
Drug
Global Access to Medicines
In the US:
• Pfizer Helpful Answers — A single point of entry to
help patients find the program that works best for them
• Pfizer Pfriends — Launched in 2004 to meet the needs
of the uninsured. Regardless of age or income, anyone
without prescription drug coverage can save on Pfizer
medicines. For some it will reduce their costs by more
than a third.
• Connection to Care — Working with physicians, Pfizer
helped over a million people gain access to medicines last
year alone.
• Sharing the Care — In partnership with community
health centers, has filled more than 6 million prescriptions,
worth more than $350 million, for over 2 million lowincome, uninsured patients
Global Access to Medicines
Around the World
• Diflucan Partnership Program - Provides
Diflucan free of charge and supports the training of
health care professionals in the diagnosis and
treatment of fungal opportunistic infections. The
program serves nearly 100,000 patients, at close to
1,000 sites in 23 countries
• International Trachoma Initiative - Provides
Zithromax donations to Ethiopia, Morocco,
Tanzania, Egypt, Sudan, Vietnam, Mali, Ghana,
Nepal and Niger, with plans for expansion to
additional countries. The goal is to eradicate
Trachoma, the leading cause of preventable
blindness by 2020
An Obligation to
Our Communities
“One of the world’s most generous
companies”
Caring for communities through:
• Health Literacy Initiative
• Worldwide Disaster Relief
• Science Education Initiative
• Site-Based Community
Programs
• Pfizer Global Fellows
Program
• United Way
Rich Portfolio in Major
Therapeutic Areas
Central Nervous System
Ophthalmology
Cardiovascular
Respiratory
Infectious Disease/HIV
Diabetes
Endocrinology
Oncology
Pain/Inflammation
Urogenital/Gyn.
A History of Revenue Growth
1990
1990
2000
2000
2005
2005
4%2%
8%
4% 11% 8%
8%
17% 7%
18%
50%
77%
Total Revenues:
$5.9B
Total Revenues:
$29.6B
Human Health
Corporate/Other
Animal Health
Consumer Healthcare
86%
Total Revenues:
$51.3B
Non-Healthcare
Source: Pfizer Inc Annual Reports; 2000 revenues include Warner-Lambert acquisition
Connected by a Vision –
Anchored to a Goal
Our Values
Our Leader Behaviors
Sustain Focus on
Performance
Leadership
Innovation
Performance
Create an Inclusive
Environment
Respect for People
Teamwork
Customer Focus
Community
Encourage Open
Discussion and Debate
Manage Change
Develop People
Integrity
Quality
Align Across Pfizer
Strategic Imperatives
1
2
3
Deliver more new
medicines more
quickly to patients
Drive our advantages
in size, reach and
productivity
Build the
performance potential
of each colleague
4
5
Shape a positive
environment for
better healthcare
Promote new
directions in health
and wellness
Putting the Patient First – An Evolution
of our Strategic Imperatives
Strategic Imperative
What It Looks Like
Deliver more new medicines
more quickly to patients
We must be the “innovations” company and
push ahead with more new ideas and remove
bottlenecks with improved speed and execution
Build the Performance Potential
of Each Colleague
In each colleague is an outstanding performer
to be engaged and ready to build a healthier
world
Drive Our Advantages in Size,
Reach, and Productivity
Use our size to achieve unprecedented goals
while becoming more productive and agile
Shape a Positive Environment
for Better Healthcare
Engage people everywhere to shape an
environment where biomedical innovation and
access is valued – starting with every colleague
needing to know our business
Create New Directions in Health
and Wellness
Change the focus from “sick care” to
“healthcare” centered on the patient’s
prevention, wellness, and early treatment
Build the Performance Potential
of Each Colleague
• Foster, support and champion practices and initiatives designed
to enhance colleague engagement and maximize retention of key
talent through efforts in: compensation and rewards, work-life
balance, growth and development, management effectiveness and
communications
• Encourage and foster the principles of diversity and inclusion by
attracting, retaining and developing a diverse team of the most
talented and effective colleagues while cultivating an inclusive
and professionally satisfying work environment
The Challenge
• Provide core leadership development,
measure the results with US
Pharmaceuticals sales managers and
then scale across Pfizer
Pfizer – Ken Blanchard
History
• 1997 - US Pharmaceuticals –
• Teaching the original Hersey/Blanchard Situational Leadership® model
using readiness levels
• Using the LEAD instrument to assess primary leadership style
• Blanchard account rep to Pfizer -Mark Forsyth recommended
• switching model based on newer research
• speaking with Drea Zigarmi about data to demonstrate merit and
value of new model and assessments for flexibility, effectiveness
• Switched to SLII® for core leadership model and LBAII® for assessment
and District Manager SLII® award
Pfizer – Ken Blanchard
History
• 1998 – Pfizer Inc
• Rolled out the new SLII® model across all divisions of the
enterprise for all supervisors
• Created the USP Situational Leader award to the DM’s
who most demonstrated effective leadership according to
their direct reports using the LBAII®
• Incorporated the LBAII and other related tools and
resources in curriculum –
• “The Article”
• Leadership and the One Minute Manager® book
• Quick review Pocket Cards
Pfizer – Ken Blanchard
History
• 1999 – Pfizer Inc
• “Rolled out” Ken to all USP Managers at national
POA meeting
• Added SLII® Teams to curriculum
• Added chartering to electives and for the (target
account customer unit) TACU teams in USP
• All sales reps in USP getting Situational Self
Leadership training
• Incorporated SLII® language into the DM coaching
sales field ride guide
Pfizer – Ken Blanchard
History
• 2000 - 2002 Pfizer Inc
• Made special request and procured licenses to utilize only
one channel of the Ninth House® for SLII® to incorporate
into blended learning process
• All Manager participant students arrive at Pfizer First Line
program with pre-knowledge of SLII® content
• Class time becomes an application lab and practice with
of the SLII® model and ability to discuss at a higher level
of understanding
• Re-introduced Ken at international HR meeting hosted by
the CEO and Global head of HR
Pfizer – Ken Blanchard
History
• 2003 - 2005 Pfizer Inc
• Revised leadership curriculum and more fully
integrated SLII® with other core leadership
frameworks and content
• Coaching
• Decision making
• Refocus efforts on leaders teaching SLII® –
transferred capability around the world
• Measure results with SLII® to demonstrate the
value of good diagnosis, flexibility and partnering
with better performance
The Solution
• Adopt a core and common
models that are practical to
use, easy to explain and deliver
and get demonstrated value to
the business
The Results
• A worldwide application of
consistency across the organization
measuring improvement in
performance by 360° surveys
SLII® is a core leadership framework
supporting Pfizer Leader Behaviors
Sustain
Focus on
Performance
Enterprise
Leader
Senior
Leader
Create an
Encourage
Manage
Inclusive Open Discussion
Change
Environment and Debate
Develop
People
Align Across
Pfizer
Leader Behaviors Remain the
Foundation of Our Work
Leader of
Leaders
First Line
Leader
•
Primary Developing People framework
•
Supports Managing Change and Sustaining a Focus on Performance
Integration
SLII® is
• Embedded in enterprise wide curriculum for
first line leaders
• Driven top down in two business units as the
leadership language
Delivery has evolved
• Traditional to blended
• SSL offered in several businesses
• More local capability being created,
including some line leaders being certified
• Focus on integration of SLII® with other core
leadership frameworks
Measurement
• 360 assessments and level three measurement
• 4 direct questions, many indirect on micro-behaviors
• Modify leadership style to match ability and motivation of individual
with task (.11= p<.05) (15% more w/change item)
% Choosing
21%
Change w/mgr*
.24
Change w/o mgr
-.08
• 1/3 of Action plans goals focus on SLII®
• SLII® Award for sales
Lessons Learned
• Do it sooner!
• Bring data!
In Closing
• Thank you to….