Three Key Insights On Reaching Big Goals
- Remarkable results are possible when people challenge the team’s thinking, look into future possibility, and then align with a shared goal.
- Creating a crystal clear picture of the future against the current state develops performance tension and fuels the team.
- Shared accountabilities across and between team members are reality, but are all too often undefined.
Early Product Team Accelerates Go-No Go Decisions
A senior executive was chartered to develop a new co-led early product organization, with R&D and Commercial leads by product area. The business outcome was to accelerate the go-no go decision for early products, creating a strategic focus to the pipeline. We helped this leader and team:
- Create a vision of a senior team highly committed to outcomes across all areas.
- Implement a “board” meeting approach to team meetings with collective ownership.
- Develop a decision tool to assess products against strategic fit (e.g., commercial viability and disease area, etc.)
- Individually and collectively “raise their game” in influencing R&D stakeholders.
The team made a significant impact on the strategic direction of the company’s pipeline in both quality and speed of go-no go decisions.
New Team Engagement Required to Meet Big Goals
A leadership team had to be prepared for four product launches in a complex product area and regulatory environment. We worked with each leader of that team, individually and as a team to:
- Challenge each other in a spirit of ownership and partnership.
- Take their leadership game to a new level, each leader building on strengths and identifying one or two areas for growth.
- Remain united when the next wave of organizational change hit, staying focused on the results of the larger team.
Two of the four products were launched successfully for a big win for the team and company. The other two were advanced on a modified time line, based on regulatory requirements.
Forecasting and Managing Resistance
A global energy company’s projects were too often sidetracked by resistance from local town and planning boards. We worked with project leaders to:
- Proactively strategize issues that might surface in a given community
- Plan responses and build time and budget into project plans to address possible detours.
Armed with a better understanding of a community’s issues, project teams developed a more inclusive perspective that turned potential community combatants into problem-solving partners.