17th Annual ASHP Conference for Leaders in Health-System Pharmacy

Lloyd Baird, Ph.D., M.B.A. Enterprise Management Activity Overview Innovation and entrepreneurship are integral for expanding pharmacy services and continually improving the quality of health care provided to patients in your health system. The interface of pharmacy personnel, a shifting market place, and technology is driving improved pharmacy services and the need to build a successful pharmacy enterprise. But, as a leader, how do you develop creative and innovative teams with an entrepreneurial mindset? Learn how to position your leadership team to build a pharmacy enterprise in your health system. Learning Objectives After participating in this application-based educational activity, participants should be able to

• Discuss the pressures and challenges creating the need for an entrepreneurial business.

• Describe how to work with your team to create a truly entrepreneurial business.

• Apply leadership capabilities to develop innovation and creativity in the work setting.

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Leading the Pharmacy Enterprise:Advancing Practice with Transitions in Health Care

Leading the Pharmacy Enterprise:Advancing Practice with Transitions in Health Care

Leading the

Pharmacy Enterprise

Lloyd Baird, Ph.D., M.B.A.Professor and Chair, Organization

Behavior DepartmentDirector of Doctoral Programs

Boston University School of ManagementBoston, Massachusetts

The Problem

We assume the past is the prologue to the future. We recognize the tremendous changes

of the past because we have in some sense lived them. We are even prepared for changes in the future which extends what we have seen.

We are totally unprepared for the massive, unrelenting quantum changes we face. Our assumptions about what it takes to lead the

enterprise are often based in past, not future realities.

Some History

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Why do we need the innovation and

creativity that comes from

Entrepreneurial Leadership?

Everything is digitized

and everyone is connected

What do you think are Chris Viehbacher’s biggest challenges?

a. Merging different cultures.

b. Shifting government regulations.

c. Integrating across multiple divisions, countries, and

units.

d. Challenging the research and development process.

e. Influencing and leading those over who he has little power.

Where should he focus first and how?

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The Challenge:

How will our processes need to change to

adapt to the emerging environment?

“Do not spend your time trying to make yesterday perfect.” Gordon Sullivan, Chief

of Staff, U.S. Army (retired)

Educational

Partnerships

Braille & Talking Book Library Perkins Scout

Teaching Resources

International Programs

Assistive Device CenterPappas Horticultural Center

Helen Keller

Technology

Community

Outreach

The Low Vision

Clinic

“All We See is

Possibilities”

The Challenge: What will we have to change as drugs proliferate and become even more and more customized?

We can mass customize

We can ignore boundaries

“The Challenge: Integrated Health Systems: How are we going to work across boundaries?

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We can search and we can target

The Challenge: How will we adapt as technology drives massive new linkages to multiple customers.

What are the biggest challenges that you face?

a. Coping with the changes driven by technology.

b. Responding to multiple, new, and different customers.

c. Managing cost and efficiency.

d. Influencing others over whom you have no authority.

e. Integrating across multiple health systems.

The Typical Response

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A Better Response:

Building the Team

through

Entrepreneurial Leader

If all you do is catch the waves you see, you will simply

spend your time trying to get better at what you have already done. You have to read the waves and surges

and respond to tomorrow's realities not today’s. And

that is about currents, temperature, winds and a whole lot of understanding of what is happening out there.

Surfer Richard

Capability #1: Catch the weak signals: So everyone is aware of and can respond to new realities

A Test:

FINISHED FILES ARE THE RE-

SULT OF YEARS OF SCIENTIFIC

STUDY COMBINED WITH THE EX-

PERIENCE OF MANY YEARS.

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How many “F”s are there?

a. 2

b. 3

c. 4

d. 5

e. 6

Capability #2: Vision: Paint the Picture

Question: How do you govern these people?

Answer: “I teach them correct principles and they govern themselves.”- Joseph Smith , American religious leader

“I have a Dream” - Martin Luther King

“In the can by 11:00” - Andrew Young

“Make me believe the fighting has stopped and it will never

start again.” - Gandhi

“We will receive unsolicited letters and calls saying, ‘Thanks

for being in business, your helmet saved my life.”- Giro Strategy Statement

“From Stettin in the Baltic to Trieste

in the Adriatic ___________ ”

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Will you walk the “I” Beam?

a. Yes

b. No

– What was the intent?

– What actually happened?

– What did you learn?

– So now what do you do?

– Who else needs to know?

Capability #3: Learning: Everyone Gets Smarter Faster

“Every interaction, every project, every customer is a chance to learn”

“Leverage across units, leverage up the organization”

The Key Questions:

� How do you learn from your experiences?� How do you share across units, so you are not wasting time

relearning?

The After Action Review– We Were Soldiers Once and Young (Lieutenant Colonel Hal Moore)

Co

st o

f d

rillin

g p

er

10

,00

0 f

tC

ost

of

dri

llin

g p

er

10

,00

0 f

t..

Number of wells drilledNumber of wells drilled

Team BTeam B

Team ATeam A

How much money is in the middle?How much money is in the middle?

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Capability #4: Network: Build and

Maintain a Portfolio of Relationships

Remember the Carom shot.

Support

Agins FersPersuadeables

Importance

Capability #5: Ground Truth---Absolute

Integrity and Accountability

Stewardship and Responsibility

See clearly– As it has been

– As it is

– As it is to come

Speak the truth

Deal justly

“Make the dead moose work for you”

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Pinchas Zuckerman

“No Passengers,

Nowhere to hide”

What type of culture are you building?

Becoming an Entrepreneurial Leader

• Catch the Weak Signals

• Paint the Picture

• Everyone Gets Smarter Faster

• Remember the Carom Shot

• Make the Dead Moose Work for You

Summary: You have to play at the Fifth Level of Jazz

Level 1: Play the notes

Level 2: Move with the ensemble

Level 3: Improvisation

Level 4: Work the crowd

Level 5: Bucking contest

At what level are you playing?

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Forty-Four Excuses1. We tried that before.

2. This place is different.3. It costs too much.4. That’s beyond our

responsibility.

5. We’re all too busy to do that.

6. That’s not my job.7. It’s too radical a change.

8. We don’t have the time.9. Not enough help.10. Our place is too small for

it.

11. Not practical for operating people.

12. (They) will never buy it.13. The union will scream.

14. We’ve never done it before.

15. It’s against our regulations.

16. Runs up overhead.17. We don’t have the

authority.

18. That’s too ivory tower.

19. Let’s get back to reality.20. That’s not our problem.21. Why change it- it’s still

working okay.

22. You’re right, but…23. You’re two years ahead of

your time.24. We don’t have the

personnel.25. It isn’t in the budget.26. Good thought, but

impractical.

27. Let’s give it more thought.28. Top management would

never go for it.29. Let’s put it in writing.

30. We’d lose money in the long run.

31. It’s never been tried before32. Let’s shelve it for the time

being.

33. Let’s form a committee.

34. Has anyone ever tried it?35. What you are really saying

is.36. Maybe that will work in

your department but not mine.

37. The executive committee will never…

38. Don’t you think we should. look into that further before we act?

39. Let’s sleep on it.

40. It won’t pay for itself.41. I know a fellow who tried

that.42. We’ve always done it this

way.43. It’s hopelessly complex.44. What would the president

say?

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We can ignore boundaries

“The Challenge: Integrated Health Systems: How are we going to work across boundaries?

Forty-Four Excuses1. We tried that before.2. This place is different.3. It costs too much.4. That’s beyond our

responsibility.5. We’re all too busy to do

that.6. That’s not my job.7. It’s too radical a change.8. We don’t have the time.9. Not enough help.10. Our place is too small for

it.11. Not practical for

operating people.12. (They) will never buy it.13. The union will scream.14. We’ve never done it

before.15. It’s against our

regulations.16. Runs up overhead.17. We don’t have the

authority.

18. That’s too ivory tower.19. Let’s get back to reality.20. That’s not our problem.21. Why change it- it’s still

working okay.22. You’re right, but…23. You’re two years ahead of

your time.24. We don’t have the

personnel.25. It isn’t in the budget.26. Good thought, but

impractical.27. Let’s give it more thought.28. Top management would

never go for it.29. Let’s put it in writing.30. We’d lose money in the

long run.31. It’s never been tried before32. Let’s shelve it for the time

being.

33. Let’s form a committee.34. Has anyone ever tried it?35. What you are really saying

is.36. Maybe that will work in

your department but not mine.

37. The executive committee will never…

38. Don’t you think we should. look into that further before we act?

39. Let’s sleep on it.40. It won’t pay for itself.41. I know a fellow who tried

that.42. We’ve always done it this

way.43. It’s hopelessly complex.44. What would the president

say?

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17th Annual ASHP Conference for Leaders in Health-System Pharmacy

S U G G E S T E D R E A D I N G S

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4. Cusumano M, Gawer A. Platform leadership. 1st ed. Boston: Harvard Business School Press; 2002.

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6. Govindarajan V, Trimble C. Ten rules for strategic innovators. 1st ed. Boston: Harvard Business School Press; 2005.

7. Mandela N. My long walk to freedom. 1st ed. New York: Little Brown, New York; 1994.

8. Richard L, McDermott CM, Colarelli O'Connor G. Radical innovation: how mature companies can outsmart upstarts. 1st ed. Boston: Harvard Business School Press; 2000.

9. Shaara M. Killer. The killer angels. 1st ed. New York: Random House; 1974.

10. Sullivan G, Harper M. Overthrowing success, hope is not a method. 1st ed. New York: Broadway Books; 1999.

11. Tushman ML, O’Reilly CA. Winning through innovation: a practical guide to leading organizational change and renewal. 1st ed. Boston: Harvard Business School Press; 1997.

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