Bringing about cultural transformation with Roche Diagnostics

Healthy culture, healthy business

When your company has worked in a traditional setup for years, how do you bring about a shift towards a more agile company culture and organizational design? 

Such was the challenge that Roche Diagnostics Belgium faced. When they reached out to Board of Innovation, we got to work to help them achieve their cultural transformation.

Challenge

Shifting from tradition to the future

For decades, the renowned pharmaceutical and medical device company Roche Diagnostics thrived with a long-established, traditionally organized culture. But in order to future-proof their internal processes and organization, they knew they would have to turn over a new leaf.

Cultural and organizational change

The goal was to establish a more agile organizational design, evolving from separate silos to interconnected tribes and chapters. On a cultural level, a more agile mindset and values would afford a more empowered organization. Different divisions were to be brought together into integrated value propositions.

Approach

Crash course: Design Thinking as a transformational tool

Board of Innovation was brought in to guide a team of 12 diverse profiles, to facilitate design thinking and enable them to use this thinking as a transformational tool.

In our two-day crash course in design thinking and facilitation, we focussed heavily on preparing the teams for their design sprints, and on translating Design Thinking outcomes into SCRUM.

Thanks a lot for the training delivered. It was exactly what we were after. I think we’ve all mastered a useful set of tools and basic knowhow to start experimenting for ourselves. I especially liked the way you turned theory into practice, and got our initiative up and running by sparking the right interactions and discussions in the team.

Evelyn Willems - People & Culture Director at Roche Diagnostics Belgium

Results

The results are in

The results fully matched the company’s expectations. In just under two weeks, the participants went from having no understanding whatsoever of Design Thinking, to becoming process facilitators in a Design Sprint.

What’s more, they were able to leverage the process by introducing customer-centric – or should we say employee-centric – initiatives in their day-to-day processes.

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