Klaschka also includes consulting creativity—especially the
ability to frame the problem—“knowing what you’re aiming
at, knowing where the highest chance is of getting some quality results back.” For instance, if you put out a problem, do
you want just a white paper back? There’s a very wide range of
variety and granularity. “You need some help in framing the
right question so you get back the most powerful answer or
most useful answer for your organization—and it might be a
test-tube or it might be a white paper.”
Further useful advice includes starting small and scaling up,
and, perhaps most importantly, ensuring you not only have
senior buy-in (any transformation project is a non-starter
without it) but also have agreed metrics on how to measure
the impact of a project.
“This is the acid test, right? This is when you see whether
there is real senior endorsement or not,” Agenjo declares.
For Lilly in Spain, the partnerships are aimed at making the
organization more open-minded, curious and innovative. “I
wouldn’t say the metrics are soft but they are different from
the traditional ones.”
Klaschka adds: “If you’re wasting money on open innovation
stuff everybody is scared of what might come back. How do
you define success in your own organization in order not to
be shot down after the first job?
The type of metric depends on what the leadership is buying
into. “For instance, does senior management just want to see
profits or make something 10% or 20% faster, or 100 times
cheaper? Or are they going for how many ideas are being presented? How many people are engaged? It depends what you
can convince your leadership of—what they are buying into.
It’s usually just one number that’s important or one parameter.
Try to get rid of the rest,” he concludes. •
Innovation and the
in surgery at the University of
London, Kemal spent several
years in clinical medicine at
the Northwick Park Clinical
Research Centre and at
Hammersmith Hospital, London.
He then held various positions
in medical affairs and clinical
development at Bristol-Myers
Squibb in the United Kingdom.
Malik joined Bayer in 1995
as Head of Metabolism and
Oncology Europe in the then
Group. He then served as Head
of Global Medical Development
before being appointed Head
of Global Development. Kemal
was a member of the Executive
Committee of Bayer HealthCare
AG from July 1, 2007 until his
appointment to the Board of
Management of Bayer AG.
He was also Head of Global
Development and Chief Medical
Officer in the Pharmaceuticals