Transformation at Roche Sweden

How facilitation supported a shift in mindset and behaviours towards an agile way of working.
Elena Wallén Björkenäng
Elena Wallén Björkenäng
Certified Professional Facilitator

Why was this important?

In the end of 2018, it was recognized that the current organization was not agile enough to create most value to the external environment e.g. the Swedish Healthcare. Roche AB north star was set to “deliver better outcomes to more patients faster” and the objectives were to establish common key agile principles and to facilitate high engagement for the transformation in the organization.

 

How did we achieve that?

In the first phase, the internal transformation office and an external facilitator facilitated six full-day workshops with the group of influencers that was acting as role models for the new agile behaviors and mindset. The influencers and later other parts of the organization used facilitation methods to co-create with customers and to speed up internal processes.

In early 2020, Roche concluded that the current organizational structure was a barrier for the transformation and a facilitated design team process worked out a new operating model. Two design teams were established with two team leads and three external facilitators. They performed three sprints using agile and innovative methods.

 

What was the result?

Agile principles were developed and formed into six new behaviors which are now visible in the organization, e.g. by removing and refining internal processes, an internal Failure day gathering 75% of the employees, more than 5000 feedback cards received from customer when interacting more closely with them, increased networking with external stakeholders as well as in the global Roche community.

There are several examples of high engagement in the organization: extensive feedback on the new operating model, many applications for being part of the transformation work, increased number of co-creation events with customers, high scores in pulse-surveys.

The new organization was resourced and communicated in June 2020 and an onboarding package was presented to all employees as a starting point for making the new mindsets and behaviors truly alive in the everyday work.

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