Good, Hello everybody again me so I like to continue the discussion which we had at the panel, and I want to talk with you about skill based resource flow, which unleases the potential of clinical operations. To be honest, if you would have asked me two years ago, what is skill based resource flow, I wouldn't have given you any answer because it is fairly a new concept. It's a destructive concept. And I want to do now with you a brief journey how we came to this and
what the outcome is. It's only three charts and it's only ten minutes, but I really invite you to come with me on this journey. So let's start with the vision. The vision where we started our new operating model in Bayer. So imagine a clinical operations department where most of the decisions are made by the team doing the work. No more the decision top down, but really the decision bottom up. Imagine teams which are built around the customer and not
the boss, so it's really about debossing. And imagine an organization where manager are no more managers, but leaders which are coaching. Imagine that innovation cycles are as quick as ninety days, so no more lingering. Projects after ninety days is finished successful or not you and imagine an organization of where we have the speed of a startup with a scale of a multinational And imagine organization where the mission is always in the forefront. What does it mean?
Our mission is to serve patients, to serve sites. Whatever a team is doing, whatever goal a team is taken, must be benchmarked versus this mission. And then you will see several projects are already dying in the beginning. So these concepts were not developed by clinical operations. This concept are the concept of a dynamic shared ownership which are currently being introduced for the whole company in Bayer. And what I want to show you now how we translated
this into our clinical operations life. So in fact, we reorganized clinical operations from a traditional hierarchy of individuals with clear split per country, per study, per task, per hierarchy to a thriving network of regional teams with the customer at its center. So talking about the classical hierarchies, no surprise. The risk is, and we are coming out of this structure, that there's a risk of working in silas, that we are getting slow, less efficient and the risk of top
down management. By moving into these striving teams of regional teams, we are sorting the teams really around the customer. There is no more formal boss, but the one who is striving and helping and supporting is a catalyst. So the catalyst is support in setting the vision for the team, is empowering and coaching the team, and enabling resource and knowledge flow in the team that every time the right personality is sitting in the right moment at the right
task in the team itself. So this seems to be still fairly theoretical, you may think. But now the question is how we are coming from left to right. In fact, we did several organizational changes which are here listed on the right side. So first of all, now talking about myself. Once two years ago, I had four layers until reaching the CIRA. Nowadays I have only one layer. So it's
really about elimination of organizational layers. So for me, it's three organizational layers less, which gives me the opportunity to hear more from the operational work at the site. Yeah, so I get much much more transparency and noise positive noise from those who are doing the work. And besides this also those who are doing the work, don't have any more the risk being micro managed or having someone telling them what they have to do. They have to
find it by themselves together with the team. Yeah, so they have to build really on the team. So how by increasing the organization layers as automatically increase in span of control. So we are now in a span of control between one to twenty one to thirty. We started at around one to eightyen and I have now really one pilot running where we are testing out the span of control, which is by the way, they're no more called span of control, but span of coaching or one
to eighty one eight zero. So this boss or this is normal boss, this leader, this coach, this catalyst cannot take any more so much step into daily content life. So the daily content life has to be handled by the team itself and also solved only the maximum critical things can bubble up. For these, he still needs to make time and for the rest he has to coach and help the team find the right persons at the right stage, help them to thrive, help the talent flow,
help the talent flow in the team itself. Additionally, what we did we consolidated and increase the flexibility of job roles by eighty percent. So what is this? Once we started, I discovered that we have thirty three zero three zero thirty different job the definitions, job profiles and clinical operations. We boll is down. We reduce them to six. Now we have six job profiles. And the interesting with the job profiles is that they are much broader. As example,
let's take the CRA. The CRA has now in his job profile parts of the CTA, the clinical trial assistance, but also parts of the level above former level above or the CLN the country lead monitor in our organization here, so that means he can do whatever he is capable to do and is needed by the team, and he feels comfortable to do. And you might might now say here over times one to do the higher job or
the more qualified. This is not the case. Yeah, there are people who like to be even doo sometimes even more of the lower qualified role in order to broaden the scope to learn and then move up again in the in the next level without every time changing the job here. So it's in one job level, it's going up and down here. Then what we did, we are what we are doing. We are establishing work assignments. We are a marketplace approach. What does this mean? A study
manager is no more named by the line manager. But what happens a study is being posted in this marketplace and the team itself is then selecting the study manager. So a study manager has to apply for a role as study manager and then is being selected by the team, not more by the lead or by the boss. Also here once again the idea is to bring really the accountability where it belongs to the teams doing the work. Then additionally, what we did is we introduced a cross
country operations cross country monitoring. So we have divided our organization in the countries no more by nationality, but by language. What does it mean? I take Latin America as an example. So nowadays Latin America as example, Colombia is helping Argentina. Argentina is deploying resources to Chila. Chila is deploying resources if they speak Portuguese, to Brazil. Brazil is deploying resources to Argentina. So it's really a network of a team
which is capable to move the resources. Are also people, depending on their talent, where they are needed. So it's no more about national it's more about language. I gave you now the example for Latin America. We are doing the same for Nordics. In Europe, we are doing the same for the French speaking countries. You can do it perfectly for Dach Germany, Aussio, Switzerland. We are doing it
also for Eastern Europe. And we have now also the first pilots in Asia where it starts working now fairly well. All with all these measures, yeah, elimination of the organization and layer, increased the span of control, consolidating job description, establishing work assignment. We are the marketplace and this cross country operations monitoring, we are establishing in fact a peer
accountability and much more transparency between teams. The whole construct, as mentioned before, is being fueled by the catalyst who was Usually these catalysts are very senior people with a lot of leadership experience. Of these are the managers from before, not every times, but often, and these catalysts are supporting in setting the vision, empowering the team and coaching teams and enabling with this the resource and talent flow in the organization. So now you may ask, okay, what is
the output there? Sounds all great, great vision, but what is really the output. As mentioned, we have started around two years ago and by end of this year we will have reached the following outputs. So we have reduced the management structure about fifty percent, so fifty percent less managers. We have increased the efficiency of the overall organization by twenty five percent. And this efficiency is increases not only
because managers are leaving. It's really the catalytic effect of teams being more responsible for whatever they do, being more accountable. And you can imagine by increasing efficiency you have also significant cost savings, which are in fact above twenty five percent. Luckily, over this time we have attained all study targets, so we have no slippage as all, and we could even think so there is no placebo control. But we seem to be a little bit faster even here because original
study targets were and several studies overachieved. We have stable quality parame so no slippage on this either. And what makes me especially happy this mission focus is mission focus on the patient on the sides made us the top sponsor in the Center watch Side Relations survey this year. So you may say, okay, now what's what's about the employee? What does the employee think about it. Is he happy
or not? We have done the play employee survey once we started with the project and we are just in this moment donning a new doing a new employee survey to see how far we have progressed. If you invite me the next dive, I can tell you where we are and how it progressed with this. Thanks, thanks a lot for listening.