WEBVTT 1 00:00:01.949 --> 00:00:04.600 line:15% (upbeat music) 2 00:00:04.600 --> 00:00:09.280 Back in 2019, Pfizer was on the precipice of big change. 3 00:00:09.280 --> 00:00:10.830 We were about to pivot 4 00:00:10.830 --> 00:00:13.850 from a very diversified pharmaceutical company 5 00:00:13.850 --> 00:00:17.090 into a very specialized biopharmaceutical company. 6 00:00:17.090 --> 00:00:21.600 Agility was really an important foundation 7 00:00:21.600 --> 00:00:24.290 that we needed to lay, so we wanted to get started 8 00:00:24.290 --> 00:00:27.740 with really applying these principles 9 00:00:27.740 --> 00:00:30.190 and through the frameworks, 10 00:00:30.190 --> 00:00:33.003 be able to make that a systemic change for us. 11 00:00:34.260 --> 00:00:36.120 In partnership with BCG, 12 00:00:36.120 --> 00:00:39.790 we envisioned with our senior leadership 13 00:00:39.790 --> 00:00:41.780 really what we wanted to pressure test, 14 00:00:41.780 --> 00:00:43.140 what we wanted to accomplish, 15 00:00:43.140 --> 00:00:45.960 accelerating commercial transformation, 16 00:00:45.960 --> 00:00:48.370 accelerating product development, 17 00:00:48.370 --> 00:00:53.370 really applying agile to every aspect of our business. 18 00:00:54.890 --> 00:00:56.000 At its foundation, 19 00:00:56.000 --> 00:01:00.050 agile is about pivoting to customer centricity. 20 00:01:00.050 --> 00:01:04.420 It's about co-creation and collaboration across disciplines 21 00:01:04.420 --> 00:01:06.840 and across silos within the company. 22 00:01:06.840 --> 00:01:09.080 It's also about making team members 23 00:01:09.080 --> 00:01:11.830 feel safe to test and learn. 24 00:01:11.830 --> 00:01:14.580 Without that psychological safety, that doesn't happen. 25 00:01:16.060 --> 00:01:21.060 Executives assuming that agile is something 26 00:01:21.390 --> 00:01:25.683 that's only applicable to digital initiatives, 27 00:01:26.830 --> 00:01:29.943 is actually very common and it's a misconception, really. 28 00:01:30.930 --> 00:01:34.090 At Pfizer, one of the main things that we wanted to prove 29 00:01:34.090 --> 00:01:39.090 with our initial pilots was that it's not just about 30 00:01:39.840 --> 00:01:44.103 some type of digital or process-centric way of working. 31 00:01:45.580 --> 00:01:48.380 We would get resistance with people thinking, 32 00:01:48.380 --> 00:01:51.570 oh, well that probably works fine over there, 33 00:01:51.570 --> 00:01:55.360 but we're in a highly regulated space within Pfizer. 34 00:01:55.360 --> 00:01:58.700 We can't possibly apply agile principles 35 00:01:58.700 --> 00:02:00.850 because we're far too structured 36 00:02:00.850 --> 00:02:02.540 or we need to be far too structured. 37 00:02:02.540 --> 00:02:05.320 We quickly proved that not to be the case. 38 00:02:05.320 --> 00:02:06.910 By applying agile principles, 39 00:02:06.910 --> 00:02:10.460 we could actually apply that structure and those controls 40 00:02:10.460 --> 00:02:13.400 much more quickly and readily and seamlessly 41 00:02:13.400 --> 00:02:15.973 by building that work into the work of the team. 42 00:02:16.980 --> 00:02:19.100 Future of content was one of our first ones, 43 00:02:19.100 --> 00:02:20.660 and it's a great example. 44 00:02:20.660 --> 00:02:23.970 That's a process that no one was satisfied with, 45 00:02:23.970 --> 00:02:26.230 no one even understood it from end to end. 46 00:02:26.230 --> 00:02:27.900 We applied agile principles, 47 00:02:27.900 --> 00:02:30.320 brought this cross functional team together 48 00:02:30.320 --> 00:02:33.720 to really deconstruct that process and put it back together, 49 00:02:33.720 --> 00:02:36.600 and the results of that have been astonishing. 50 00:02:36.600 --> 00:02:41.600 We were able to take 75% of the time that it takes 51 00:02:41.610 --> 00:02:44.370 to get a piece of content reviewed and approved 52 00:02:44.370 --> 00:02:49.370 out of this significantly painful and high-volume process, 53 00:02:49.660 --> 00:02:52.070 which really frees up our people 54 00:02:52.070 --> 00:02:54.570 to be able to focus on breakthroughs for patients. 55 00:02:56.200 --> 00:02:59.120 The results and the impact have been really astonishing, 56 00:02:59.120 --> 00:03:00.810 not just in the number of teams 57 00:03:00.810 --> 00:03:03.130 that we've been able to enable 58 00:03:03.130 --> 00:03:06.080 through agile principles and frameworks, 59 00:03:06.080 --> 00:03:07.150 but also in the results 60 00:03:07.150 --> 00:03:09.470 that those teams are able to achieve. 61 00:03:09.470 --> 00:03:13.020 We're seeing things like significant acceleration 62 00:03:13.020 --> 00:03:16.550 in the delivery of their product or service, 63 00:03:16.550 --> 00:03:21.470 phenomenal co-creation, and breaking down silos 64 00:03:21.470 --> 00:03:24.000 that allows these different business units, 65 00:03:24.000 --> 00:03:26.320 different disciplines to come together 66 00:03:26.320 --> 00:03:28.920 and work across traditional boundaries. 67 00:03:28.920 --> 00:03:33.550 Taking projects and executing work for patients 68 00:03:33.550 --> 00:03:35.440 has always been a passion. 69 00:03:35.440 --> 00:03:38.690 Being able to do it faster, more effectively, 70 00:03:38.690 --> 00:03:41.070 getting value more quickly, 71 00:03:41.070 --> 00:03:44.200 and doing so in a way that brings people together, 72 00:03:44.200 --> 00:03:46.370 that encourages equity and joy, 73 00:03:46.370 --> 00:03:49.523 really is something that warms my heart.