INTRODUCING CHANGE INTO RESEARCH AND DEVELOPMENT ORGANIZATION

by Hugh G. Davis, Senior Instructor , Kriger Biopharmaceutical Career Training Program www.kriger.com , info@kriger.com

This article has been published by the International Biopharmaceutical Associationwww.ibpassociation.org
The project is sponsored by KRC CRO and training services ( www.kriger.com ) and ClinQua CRO (www.clinqua.com )

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As you will see in this session, introducing change is a difficult and complex process. Change is a function of market competitiveness, particularly within the biopharmaceutical industry. A company that fails to change and adapt to the marketplace simply will not survive. As a biopharmaceutical manager you will invariably find yourself in the role of “change agent" and may even be required to change the basic culture of the organization to that of a ‘Learning Organization’. A learning Organization, as the name suggests, is one that continuous learning has been instilled in the corporate culture and change is a part of everyday activities. Since learning is essentially keeping up with change, organizations that possess a learning culture will find change much more easily implemented. You have probably already noted that KRC is a strong proponent of the Learning Organization concept and this culture is central to KRC management philosophy.

Here are nine personal tips for would-be change agents to help them improve their change management skills:

1. Always be open to data at the start. Even if you are sure you know what you're doing, chances are you don't know what you could be doing. Open up your mind to as much new thinking as you can absorb. You may find different and better ideas than the ones your organization started with.

2. Network like crazy. There is a network of people who are thinking about ‘Learning Organizations’ and change and have some very good ideas.

3. Document your own learning. People in the organization need to see documentation for their own comfort. A good idea is to create a matrix of ideas from your leading thinkers. Try using these two categories of thinking: the elements of a learning organization, and the pitfalls to avoid.

4. Take senior management along. Some of the people in the senior group can be very skeptical about learning cultures. It helps to take them on these benchmarking trips to show them other companies that were actually doing some of the same learning practices.

5. No fear! You've got to be fearless and not worry about keeping your job.

6. Become a learning person yourself. Change agents have to have a passion for learning and are constantly learning new things themselves. Then they find new ways to communicate those things to the organization as a whole.

7. Laugh when it hurts. This can be very discouraging work. You need a good sense of humor. It also helps if you've got a mantra you can say to yourself when things aren't going too well.

8. Know the business before you try to change anything. You can’t do this work if you're just a theorist.

9. Finish what you start. If not, you will lose all credibility.