Innovation Management at Sanofi Clinical

Katharine MarshallAdam Radziszewski

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Introduction

• What do we do?– We run Clinical Trials

• What do we want?– Faster, leaner, smarter Clinical Trials

• Our innovation story so far…– Pilot– Expansion– The Good– The Bad– Breaking loose and re-launching

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Pilot

• Started researching ways to manage an innovation pipeline, in April 2010

• Picked “Spigit” as the tool of choice for sourcing ideas

– Pilot with 70 “ideators”– Collected 100 ideas– 5 implemented

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Growth

• Expanded to all of Clinical in October 2011– 2500 people spread across 40 countries

• Innovation Rising– 212 ideas– 6 implemented

• Timed Events– Logo design contest – Mobile patient diary Jam

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Good Start

• The crowds were happy to be heard• People across the globe connected• Most frequently visited clinical platform• Top level executives mandate• Initial budget• Intrigue, excitement, and hope

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Innovation Silo• Socially good and idea fruitful, yet disconnected

from regular clinical business (demand management, budget, governance, …)

• the ‘Elite’ perception

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From 100 miles/hr to a Halt• No sure path forward

– Approach, resources, time, support

• Congested funnel– Idea overflow

• Some disappointment– Too good to be true?

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No mid-level support• Very solid bottom tier full of passionate ideators• Mandate from the top• Middle management gap

– Responsibility not passed– No real interest– A 'nuisance’ perception

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Breaking the Silo• New process that merges innovation with the usual

business• Proper, but lean governance• Budget umbrella for all POCs

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Bridging the Gap• POC/Pilot  and standardization distinction

– innovation focusing on the first with clear path to the second

• Communication, trust and transparency of innovation

• Mid-level management buy-in – Understanding– Part of performance review– Better second impression

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Re-Launch focusing on…• Communication• Branding• Simplified Funnel• Champion Support• Clustering Ideas• Fresh Look• Rewards

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Thumbs Down• Do Not be tempted to keep

innovation as separate entity• Do Not assume that igniting the

crowds is enough• Do Not assume that a mandate

from management will do the trick

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Thumbs Up• Do get budget commitment and

solid sponsors all across• Do have some level of

governance around innovation• Do communicate…over and over

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Yes, the necessary? ‘complexity’

Transparency and minimal governance to align the expectation and obtain buy-in

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