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Paul Frith: Right, we’re gonna get started. Thank you very much for joining us today, and it’s great to have you with us.
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Paul Frith: We’ve actually got quite a few new-to-Rubica people on the call with us today, who noticed, so I’m going to give just a one-minute overview of Rubica, and really try to set the context for today, before we get started.
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Paul Frith: So… If we, think about Rubica, what are we doing? We focus on helping
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Paul Frith: Life science organizations to unlock radical performance improvements. And those improvements really benefit your customers, your patients, your employees.
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Paul Frith: And for those that are Rubica customers.
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Paul Frith: who come on the impact measurement journey is the way I’d probably phrase it, then what we know is that we can deliver an average ROI of 400 plus percent.
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Paul Frith: So what is that value that we’re delivering for customers. Now my slide has caught up with me.
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Paul Frith: The value we deliver is basically in three distinct but overlapping areas.
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Paul Frith: And the first is really about, we help customers to drive their sales growth, or to impact the patient benefit.
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Paul Frith: The second area is really working on the customer experience, and in particular, building the preference of customers for working with you over other alternatives they might have.
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Paul Frith: And then the third area is smarter working, helping to do more with less within all of that. And the sweet spot is obviously where all of those happen to interlap.
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Paul Frith: We’re obviously more than happy to explain more about how we actually go about delivering that value and the services that actually enable it, if you’re interested, so let us know, and we can explore, explore that separately with you. But there we go, that’s my very quick overview of Rubica in a minute or less.
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Paul Frith: So let’s just take a second and introduce ourselves to you, and also our topic for the day.
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Paul Frith: So, I’m obviously the one on the left-hand side, and for those that don’t know me, I’m Paul, I’m one of the partners, and I’m a co-founder here at Rubica.
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Paul Frith: And today’s topic is something I’ve kept coming back to throughout my career. It started from a background in analytics.
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Paul Frith: And honestly, with that came, a bit of a pent-up frustration that the scorecards my teams were asked to create.
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Paul Frith: They weren’t,
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Paul Frith: What we were asked to create, it wasn’t really focused on driving a difference in either the organization or in helping people. It was just about reporting back.
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Paul Frith: It wasn’t about that improving performance over time, and this led to that frustration I mentioned, and it led me to finding and adopting a methodology that’s called POMP. And that was developed by our partner, Stacey Barr, down in Australia.
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Paul Frith: And within this webinar, you will find that there are numerous key pump concepts or influences that we’ve hidden throughout the webinar today.
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Paul Frith: So what is PUMP? Well, we’re not going to be going into it now, but we can talk about it later, there are some follow-ons you could do, but it’s a proven, practical method to really help you to measure what matters, so that leaders can achieve the results that we need faster and with less effort.
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Paul Frith: And as I said, there’s very practical steps and tools that really help teams to turn what’s usually quite vague goals or having misleading dashboards into things that can really drive measurable results. So that’s me. Will, do you want to introduce yourself?
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Will Heard: Yeah, thanks, Paul. So, hi everyone, I’m Will.
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Will Heard: Academic scientist by background, but moved into this area of consulting, and specifically focusing on how can we most effectively turn strategic intent
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Will Heard: into the actions and things that people do differently day to day. And one of the reasons I love exploring this space is the power of defined goals and strategic intent, as well as measures, and how that can then help accelerate the strategy that you’re looking to drive.
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Paul Frith: All right, that’s great. So, just a quick bit of orientation if you’re not familiar with Zoom. What you will be able to find, on the… one of the sidebars, or at the bottom, you’ll be able to find a resources section.
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Paul Frith: And within that, we’ve got 3 different resources that you might be interested in, and we’ll come back to these later on, but you could book a scorecard Clarity session with Will and I, we’ll come and do something.
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Paul Frith: There’s pump workshops, or pump webinars coming up that you could, look at coming up, find out more about, or we’ve got a white paper on the Tangled Red Thread that really helps focus on how you can get your scorecards aligned with executing the strategy. So, a couple of resources.
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Paul Frith: That might support the kind of topic we’re talking about today, if you’re looking for some more, background information.
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Paul Frith: We are recording the webinar, so if you want to come back to any of the points, if we go through too quickly, or you want to share it with other people, that’s available after the webinar. And there’s also a Q&A functionality, so if you would like to ask us any questions.
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Paul Frith: We will have a Q&A section at the end, and we’ll come back and we’ll answer any of the kind of questions, or if you’re looking for more clarification or feedback. So feel free to add them in there.
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Paul Frith: And, we will tackle those for you at the end. And just before you go, just so that you know, there is a feedback form. We’re always looking for continuous improvement, probably no surprise, given the kind of topic we talk about, so if you’re able to give us just 30 seconds.
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Paul Frith: give us a bit of feedback on what was valuable, what actually could be improved for next time, we’d really appreciate that as well. So, let’s get started.
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Paul Frith: In the webinar, we’re going to be focusing on three things that you can do to help really cut the noise that you probably have somewhere within your current scorecard, and reduce some of that friction.
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Paul Frith: Of… normally comes from competing or unclear goals or measures, that perhaps are driving, again, a competing focus in behavior, or long type of behaviour.
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Paul Frith: And so that’s what we’re going to be looking at as we move through the rest of the session.
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Paul Frith: Quick reflection, though, as we actually, get started.
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Paul Frith: When you think ahead, Time Warp. December 2026.
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Paul Frith: Sat there, having your coffee, I don’t know, coming towards the Christmas break, or whatever it may actually be.
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Paul Frith: How confident are you of delivering well on whatever the most important results are for you?
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Paul Frith: Now, for some of you, it may be that you’re well on track to nail it already.
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Paul Frith: Some might be feeling it’s going to be hard, but we should get there with a fair wind.
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Paul Frith: And for some, actually, already with one quarter in, perhaps it potentially feels like it’s going to be a stretch too far.
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Paul Frith: And there’s a lot going on in the world at the moment, in the external environment, let alone what’s going on within our own organizations and what we’re working within. So if you’re in the second or third of those camps, you’re certainly not on your own.
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Paul Frith: And if we were to look at one example from a recent PWC survey, actually, this year.
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Paul Frith: They did a survey with CEOs, and only 1 in 10 of those CEOs was confident about one of their most important metrics, which is their revenue growth that they’d been setting themselves, probably, for their shareholders.
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Paul Frith: And, as I said, we might not be able to control those external environments, whether at a macro or micro level.
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Paul Frith: But wherever we can actually influence it in some way, we have the ability to use the way we execute our strategy to drive the impact at least closer to what we’re seeking.
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Paul Frith: And when we think about our scorecards and the goals and measures within them.
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Paul Frith: There are often way too many goals, and there’s too much to do, and we need to be really thinking about how we, change that so that we don’t feel overwhelmed or even paralyzed about trying to achieve so many of these goals that matter.
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Paul Frith: And within the scorecards, many times, actually, the goals can swing when I read them, certainly, from being completely financial, to things that are so completely intangible but feel important.
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Paul Frith: And even as leaders, we end up asking, what does that actually really mean, let alone the rest of the team?
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Paul Frith: And then, other times, we look at some of the goals and they feel important.
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Paul Frith: But we feel stuck. Well, how are we actually going to achieve it? It feels like a bit of a chasm, and we have to find a way across. And that’s before we get to the actual measures that are within the scorecards as well.
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Paul Frith: And often, I feel that scorecards don’t really give us the evidence that you’d need to believe that you’re actually getting closer to achieving the actual strategic goals you have for the organization.
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Paul Frith: So…
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Paul Frith: what can we do to change some of that? Not talking about perfection, just talking about making it a little bit easier, a little bit better, a little bit more supportive within the scorecards that we’ve got. And here are three things that, for me, have proven time and time again to be really effective.
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Paul Frith: To get really clear on what we need to do.
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Paul Frith: The one change
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Paul Frith: that your organization or brand needs to be even more successful is the first thing we’re going to have a look at. And that’s a great focus to really identify everything that’s on that scorecard, what’s the one thing that we need to really make a change to get an overarching difference that we’re going to drive forward?
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Paul Frith: And then, what is that change? What does it mean? What exactly is it in practical terms?
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Paul Frith: And if those results were actually happening right now, let’s imagine they were, how would you actually observe it in the world around you?
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Paul Frith: And then the third area is if we’re getting really clear on the results that we need, and how we’d observe it.
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Paul Frith: we need to check whether then the measures within the scorecard that we’ve got, or the metrics, whatever you want to call them, that they’re feeding back on the progress towards those changes that we have actually said are critical to our overall strategic goals. So those are the three topics that we’re going to be exploring today.
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Paul Frith: Now, as we do that, so Will and I are…
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Paul Frith: committed to trying and ensuring that there is plenty of discussion between us on these topics, and again, if you’ve got any questions, then we’ll try and incorporate those in, or we’ll come back to them at the end. We’re definitely leaning into very practical application instead of high-level theory, or nice-to-know.
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Paul Frith: And we’re also really trying to anchor it very much in some of the real challenges that our clients that we’ve been working with recently are facing. So even if they’re not the problems you’re facing, they are still real-world, real-life examples that others are, and you can probably empathize with them, even if they’re not your specific ones.
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Paul Frith: And then, translate them over into your equivalents. So, Will, do you want to get us kicked off?
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Will Heard: Yeah, thanks, Paul. And I’d love to build on one of those points here, which is making sure that we’re grounded in real challenges. So a lot of the work we do with organizations, we’ve tried to capture some of what we might call the pivotal moments or situations that can make or break the success in translating that strategic intent into the scores and measures that you put in place.
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Will Heard: And so, each area, each section will start with a bit of a
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Will Heard: Provocation, a bit of a scenario that we’ll work through.
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Will Heard: Hopefully they feel relatively familiar, or… or not, but…
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Will Heard: We’ll have a discussion about some of the trade-offs and challenges, and the first one is around Monday meeting. So you’re getting to the end of your weekly leadership meeting, and the team’s just finished the status update, and you’ve learned some interesting things. Firstly.
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Will Heard: Net sales in your key accounts for… sorry, key accounts for one of your critical launch brands
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Will Heard: are going in the right direction, but they’re no way near the targets that have been set.
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Will Heard: You’ve also got some other high-priority metrics that are off track.
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Will Heard: And there’s potentially a supply issue emerging, which feel like the team are on top of it. So, where do you spend, or where would you spend, the last 5 minutes of your time? Well.
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Will Heard: We’ve given you a couple of options here to think over while we discuss them, but you could say, you know what, we need to focus in on what’s going on with those key accounts for our strategic launch brand. Or, you could explore those metrics, the other metrics that are off track.
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Will Heard: Or lastly, you can dig a bit deeper into the supply issues. So, few different options there. Paul.
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Will Heard: What’s the real tension that we see organizations grappling with in these kind of situations?
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Paul Frith: Well, we’re less about, probably, what we do, and mostly, probably, about what, what we’re going to prioritize. And…
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Paul Frith: I was gonna say, I was gonna talk for everybody on the call, I can’t do that, but for most of us, or many of us anyway, we’re immediately drawn to solving and securing the crisis. Yeah, if we don’t have supply, we can’t sell.
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Will Heard: Yep.
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Paul Frith: But, take a breath.
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Paul Frith: Team are on top of it, we’ve just had the status update, but for many of us, this is really hard. We’re drawn to focus on it, even if our people are on top of it. It feels urgent. I feel a need to actually control it.
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Will Heard: It’s one of the biggest challenges, I suppose, for leaders, isn’t it, is making sure the team is focusing on what’s important and urgent, rather than just urgent. And at least at the moment, it looks like the team have got it managed. So, easy to say, tough to do.
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Will Heard: But therefore, so we’re… why might we then be tempted to focus in on some of those… the metrics that are way off track?
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Paul Frith: Well, I mean, well, they’re clearly important enough for us to make them as critical metrics that we have to look at. You know, we’ve specified them and everything else, so they’re… they are important.
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Paul Frith: But really, in this situation, the key priority is the sales. It’s… it has such a pivotal role to play, a pivotal impact in this case.
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Paul Frith: And it’s got to be brought back on track. Lots of our clients are facing this kind of challenge right now. It might be the critical growth brand, or it might be a new launch brand, as we’ve actually got in the scenario itself.
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Paul Frith: Either way, if we’re seeing a lackluster performance, what do we do about it? And one of the issues that we…
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Paul Frith: Also see is that we tend to spread our management focus too thin across multiple critical and important issues.
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Paul Frith: And if we do that, it’s really difficult to get into the right depth that enables us to uncover the critical causes and the drivers of that real value that we need to try and ensure the team are creating, that we need to move it forward.
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Will Heard: Yeah, I think it’s such an important factor here, is that, you know, over the last few years, one of the things that we’ve been seeing a lot happen is basically leaders trying to push their time and attention over a broader suite of things, and obviously that time is finite, you know, you can work a little bit longer, but, you know, that intellectual horsepower that you’ve got
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Will Heard: you’re gonna get the greatest return focusing it in on the most critical areas. And it’s something, as I say, we’re seeing across the industry. I think this quote is so powerful.
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Will Heard: Good strategic prioritization is not filtering bad ideas from good. You will not be that lucky, yeah? Often the useless ideas, it’s easy to say, let’s not focus on those. It’s the one…
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Will Heard: Separating the good ones from the critical ones, and making sure the organization stays focused on those.
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Will Heard: And if you do, and if you are able to focus the time, the attention on those, then…
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Will Heard: That… this is, building on, on some work from,
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Paul Frith: Have I lost your will?
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Will Heard: I like?
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Paul Frith: Hey, Will’s back. I was just about to explain what it was actually about, but I do use the internet when we’re live. Let’s go.
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Will Heard: Hopefully I’m back.
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Paul Frith: You are indeed. Go for it.
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Will Heard: Basically, they were saying that, yeah, if you focus in on 2-3 goals, typically organizations will deliver two to three goals, but the more you try and ask the organization to focus on, the fewer that are actually achieved.
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Paul Frith: And that was… we… what we did lose, Will, was actually who did that research, and it was the Franklin Covey
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Paul Frith: Institute.
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Paul Frith: Yes. And a good reference there, if people want to go off and find out more about, about that, if it was… if it’s helpful.
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Will Heard: Yes, thank you.
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Will Heard: And so, probably one of the biggest questions, where we’d often start…
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Will Heard: help, basically, accelerate performance is with this question here, which is.
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Will Heard: If there is one change that you’re…
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Will Heard: organization, team, brand, whatever it is, needs to be more successful, what would that be? And it’s a great question to identify those critical few changes we need to deliver. And then.
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Will Heard: It’s not just identifying those changes, but also, how much conviction do we have that the actions we’re taking right now will deliver upon those changes?
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Will Heard: So a nice way to map these out, to think about them, is if you maybe think about your goals for the year, and you map them on these two axes, think about which of these will have the most impact on your overall results. What will be most important to your success this year.
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Will Heard: And then think about how much conviction… how… how much conviction do you have in our current ways of working and being able to deliver upon them? And basically, if you’ve got goals that are in this area here.
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Will Heard: Basically, those that you think are going to be really critical, but you have very little or limited conviction in the action we’re taking and being able to deliver them. That’s where we need to focus in, to dig deeper, to explore, to make that step change.
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Will Heard: maybe to make it a bit more tangible, so there’s an organization that I’m…
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Will Heard: Where they have a great brand, great product that’s, you know, that was launched, at the…
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Will Heard: End of last year.
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Will Heard: And basically, they’ve done a brilliant job building clinical advocacy. Clinicians, very excited about the product, and when you actually look at…
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Will Heard: CAM MSLs, they’re great in-call, delivering the scientific messages, handling objections.
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Will Heard: The challenge, however, is that the growth
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Will Heard: was strong to begin with, but is sort of petering out now. And actually, it’s because the… basically, the conviction in what they’re already doing to deliver on those results now is diminishing, because what they need is they need to be focusing in on the
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Will Heard: How do we think broader, wider about this, and act… maybe it’s with non-clinical stakeholders, for example.
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Will Heard: And so, just focusing in on where we currently operate and what we’re currently doing will not deliver the level of performance that we need.
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Will Heard: That’s why focusing in on this question is absolutely critical. So when you’re faced with this kind of a situation, you’ve got to focus in on those one, two critical goals, and make sure you’re really understanding what’s going on to unlock that performance.
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Will Heard: So building on this scenario, you dig a little bit deeper, you follow that advice, and you start to explore, and actually…
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Paul Frith: Will?
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Paul Frith: You’ve… you’ve lost your… There we go, you’re back.
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Will Heard: So you’re here at the follow-up meeting, and what you discover is a little bit uncomfortable. You find that sales activity is even across your accounts, your field teams are executing effectively on call plans, but activity is focused mainly on key prescribers.
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Will Heard: Now, this brand is critical, and you know that leadership above country is going to heavily scrutinize your, sort of, activity metrics, reach, and frequency, for example. So what do you do?
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Will Heard: Could be pushing the team to go and have more conversations with clinicians. Maybe it’s about actually shifting the metrics that you’re looking at, or incentivizing or focusing teams. You want your managers to be leading from the front and doing more infield coaching? Or do you think it’s time to dig a bit deeper?
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Will Heard: So, Paul, when… Looking at this scenario, what are you thinking about here?
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Paul Frith: So, looking at these kind of options that we’re providing, you know.
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Paul Frith: Are we asking the teams to run harder? That’s effectively what the first option is really about, or…
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Paul Frith: In the second and third, we’re really talking about reframing some of the metrics in some kind of way to get, some kind of behavior change, or something, as you’re outlining it. Or the fourth option, we don’t really know, and we need to get a better understanding. And, look, I mean…
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Paul Frith: We’re, we’re often…
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Paul Frith: I shouldn’t be admitting it. All of us are often tempted to just run harder, and I have been accused of it in my life, unfortunately.
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Paul Frith: But…
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Paul Frith: whilst that will work to a degree, a bit more effort, it could get us on track. Come on. Yeah, I know you’re working hard, but can we just find that extra 1%, or something like that?
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Paul Frith: That would sort of be easy, in that we know how to do it, and we could just do a bit more of it.
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Paul Frith: you know, the kind of things that I do hear from other leaders is, well, don’t want the team getting distracted with thinking too hard, because that might take us off track and divert their attention from what we really need them to do, so let’s keep the focus on them being busy and getting the activity levels up, or something along those lines. Make up your own story.
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Paul Frith: And this will probably drive some results in the short term. We’ve all seen it, and we’ve all felt it. But I can tell you now, I’ve learned the hard way that it’s not sustainable, and I’m sure many of you have as well. Don’t mean to be patronising about this.
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Paul Frith: But the scalable way to actually grow that business that will be maintainable is we need to really focus people’s attention on the critical few things that will drive more success more easily, in ways that we can sustain over time. And that’s about the smarter working.
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Paul Frith: So rather than work harder at reminding HCPs what a great product we have, and convincing, I don’t know, each prescriber to use the product on 2 or 3 more appropriate patients each time.
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Paul Frith: What we actually need to start thinking about is looking at how we change the hardwiring of that system to make it this even more likely to happen organically in the way the system actually operates. So how can we make changes to the way things are done versus looking purely at effort?
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Will Heard: I love that. Yeah, again, it’s one of those things that it’s easy to kind of fall into the trap of, and noticing when it’s one of those situations where actually, oh, am I just asking people to run harder? Or…
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Will Heard: do I need to be…
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Will Heard: Getting the team to think differently, to act differently, and accepting that risk, right, of stepping a little bit into the unknown to deliver that step change in performance.
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Will Heard: So…
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Will Heard: If we’re agreed, then, we need to change. What might be the challenges or the issues with options 2 and 3, reframing the metrics, or basically, you know, asking, say, your managers to be coaching more in field?
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Paul Frith: Yeah, so…
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Paul Frith: where my brain goes is the… the key thing, I have in my mind is that what are the unintended consequences in the scorecard is… is where it kind of goes to. So, if we just picked on, say, number 3 as an example, coaching on what will?
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Paul Frith: It’s still an effort or activity metric. I’m not clear on the specific result we want from the coaching as we sit here talking now.
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Paul Frith: And, you know, we said we pulled it from examples of clients that we’d be dealing with. Well, it wasn’t one client. It’s many of them, and they’ve had these issues, and they want managers to step up. But what the client I was talking to, they realized that actually
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Paul Frith: the metrics were driving conflicting behaviors. You know, of course they had coaching days, or manager days in the field, etc.
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Paul Frith: But were they even targeting the right things with that coaching, and to the right quality? What change was the coaching there to actually enable? There are lots of things in our scorecard we could be looking at.
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Paul Frith: But are they the right things? What would genuinely help us? So before, we look around at the scorecard and the other measures, you know, it’s kind of like, hey, hold on, let’s take a step back.
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Paul Frith: And let’s consider, as I was just alluding to already, what is the actual change we need? Let’s not get blinded by what we can measure, and the activity or the initiatives that we actually already have.
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Paul Frith: What do we really need to focus on, and why? And the critical question here for me is, what’s the actual result we are trying to influence or cause?
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Paul Frith: And so in this particular case, I’ll be going for option 4.
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Paul Frith: We probably do need different behavior from the team, but it might not be the one that we’ve got here in number two. We probably do need more coaching.
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Paul Frith: But we don’t want to be getting better at all the old behaviors that aren’t actually helping us to achieve our goals, or aren’t helping the team to better develop into the role that we actually need them to be going into.
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Paul Frith: And I have completely lost will this time. Let me, bear with me a second, I will,
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Paul Frith: Reorganize my screens, and look to get the slides back on the screen for us.
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Paul Frith: Oh, and he might, he might be back before I actually got a chance to change all that.
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Paul Frith: Hi, I will.
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Will Heard: Hi. Can you hear me?
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Paul Frith: I can indeed, sir.
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Paul Frith: I am just reorganizing.
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Will Heard: Some internet challenges.
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Paul Frith: It’s always the case I, yeah, my best stories about internet challenges always come when we’re right in the middle of webinars.
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Will Heard: Yeah, exactly, exactly. So while I’m dialed in on my phone, whereabouts have we got to?
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Paul Frith: So, I’m just trying to actually,
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Paul Frith: I wasn’t really set up, I’m just trying to… Share my screen now.
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Will Heard: Brilliant.
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Paul Frith: Come on, come on.
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Will Heard: Hold on, I’m back now. The internet’s up again. Let’s see.
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Will Heard: So, one of the critical things is making sure you’re fully paid up with your internet provider. The second thing is making sure that you’ve got clarity on basically those areas of the scorecard, and do you feel like you’re
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Will Heard: the areas of the scorecard are going to feed back on the progress that you want to be making, or are they, getting in the way, or potentially getting in the way, of the behaviors you want to drive? So, you know, the…
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Will Heard: The language we use is, what does the change mean exactly in practical terms? And can you get really specific on what you want the change to be?
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Will Heard: So… When we look at, you know.
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Will Heard: goals, scorecards with organizations. These questions are really, really powerful to contextualise the goal and make sure it’s really understandable about what’s the shift we’re looking to drive.
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Will Heard: Because we can often get stuck with words like, say, efficient, powerful, patient-centric, which sound great, but actually the meaning can be interpreted in a lot of different ways. So, efficient, does it mean faster? Does it mean cheaper? Does it mean with fewer steps?
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Will Heard: Whatever it might mean, the point is, we’re less… we’re not clear on what is exactly the change we want to drive.
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Will Heard: And if we’re not explicit, we could be driving the wrong things or the behaviors.
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Will Heard: So, I’ll give you a few moments to reflect on maybe your goals, and pick one of these questions, and reflect on that goal, and actually.
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Will Heard: Is it clear what it, what the goal really means, or what the change that’s required for that really means? What does it mean to you in your situation, or your team in that situation? Or indeed, which part of it is the most important part?
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Will Heard: So, we’ll take 10 seconds or so to reflect on that for one of your goals.
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Paul Frith: Now, if we’re being cruel, certainly I’ve done it on other webinars before, we’ve actually got people typing in some of the changes or tweaks or things that they would make to it. I always think doing it really fast via is a good way of doing it. But if I take you back to an example that we had from earlier, with the cameras and MSLs that Will mentioned.
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Paul Frith: the organization had reached some significant blocks in things that were actually restricting its growth, and those were largely around capacity. But the teams weren’t really exploring what was currently holding back their performance in that way.
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Paul Frith: And the measures, the scorecards, and the focus from the organization was on achieving the core plans, or communicating the scientific knowledge.
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Paul Frith: It was about a high-level goal of growth.
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Paul Frith: But not how the growth would be achieved. And at a practical level, it was really about measuring the amount of activity the teams were undertaking.
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Paul Frith: What they weren’t getting was, despite the good cam calls and well-delivered scientific knowledge, was why things weren’t changing. So they couldn’t then go about tackling the barriers and getting… that were getting in the way of the capacity being increased.
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Paul Frith: And if this wasn’t resolved, it was limited room to grow for the brand upon its current indications, let alone with actually the additional indications that they had coming down the line, which had even more opportunity and more patients that would benefit.
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Paul Frith: So, in relation to these questions, they would really encourage us to move to a… from a quite generic growth goal.
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Paul Frith: to really starting to explore and be clearer how the growth is actually going to be enabled. And of all the things that we could do to enable it, what are the most important one or two things we really need to focus on?
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Paul Frith: And so, as we’re saying, these first three questions really help us to contextualize the goal and ensure that we’re thinking about it and considering all the relevant angles.
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Paul Frith: Now… there was two more sections that go with that contextualization. We’re not going to go through them here.
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Paul Frith: But when you’re thinking about scorecard noise and friction, these three steps really help you to move goals.
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Paul Frith: From, you know, something that’s more like an overarching ambition statement, ones that are too woolly, too vague, too opaque, and turn them into goal statements that are much clearer, much more specific, and much more targeted on that change that you’re trying to cause.
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Paul Frith: So it’s no longer some overarching growth revenue. Hey, 20% growth, or improving cross-functional working.
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Paul Frith: What we’re doing by moving through these three sections is you’ll actually start to find your goals transform into something that’s much more focused on the changes that you need, and what needs to be different compared to now for that to be true.
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Paul Frith: And this is the whole point of strategy, right? Getting really clear on the changes we’re making in our businesses.
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Paul Frith: But in the busyness of life and confusion of having so much to do, we often miss pulling through enough specifics, enough detail to enable the clarity that both we need and the teams need that keep us focused and keep us anchored.
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Will Heard: Hmm.
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Will Heard: Yes, exactly, and if we… if we can deliver that focus, that clarity around what are the specific changes, that’s again what’s going to unlock
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Will Heard: that step change in performance. And so, going back to it, that question is so powerful to make sure you’re really clear on what the change is, and what does that mean for the teams. And so, therefore, when faced with this kind of a situation.
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Will Heard: You’ve got to dig deeper to understand what exactly is that change that we need to see, and we’ve got it well articulated so that then we can actually design, you know, effective measures to promote it with our teams.
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Will Heard: So…
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Will Heard: Building on the scenario, you’ve identified this challenge, you’ve realized we need to dig a little bit deeper, and you’ve found a few of the issues. So, it’s the following Monday.
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Will Heard: And you’ve acknowledged the real issues. First, that secondary care teams are pretty well bought into your product.
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Will Heard: But patients are only being referred after numerous visits to primary care, and a lot of HCPs don’t see this as a priority to resolve. So, you need to shift your strategy. What are you going to do? Well…
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Will Heard: a few different options of shifting or introducing new metrics or measures into the business. First, one around, can we drive sales and growth within key accounts? Second, are you going to use reach and frequency, but maybe shift the focus slightly? Or, slightly more ambitiously, start monitoring time to treatment.
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Will Heard: So, a few different options here. Paul, what’s, what’s going through your head with this one?
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Paul Frith: Right, so first thing to look at, we need to check if the measures are actually feeding back on the progress
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Paul Frith: we make in the changes that… whatever it is that we just said, that we needed to be able to observe in the real world. So when we look at the measures, we know, you know, you want to drive an outcome. We also know that we need people to do stuff.
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Paul Frith: But more ang… more activity is very unlikely to be one of the changes that we listed, right? They will be the changes in outcome
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Paul Frith: from that activity, that’s the things we probably would have written down.
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Paul Frith: Or if you haven’t, definitely book the call, and we’ll talk you through it. But this is all about the results we are trying to cause.
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Will Heard: Hmm.
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Will Heard: And so, I guess one concern, though, with focusing so much on, you know, the overall outcome is that… is it a bit too far down the line? So…
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Will Heard: Say you get to the end of the quarter.
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Will Heard: Sales growth isn’t where it needs to be. It’s almost too late to do anything about, so…
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Will Heard: How do you… how do you calibrate that?
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Paul Frith: Yeah, right. Spot on, and…
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Paul Frith: It’s about finding the, what, let’s call them the intermediate results, so the other things that will actually build, a cause and effect map of your strategy.
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Paul Frith: And what we then need is a metric for each
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Paul Frith: That gives you evidence that you’re progressing for each of those key results that fall on that map.
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Will Heard: I love that. And again, such a visual way of connecting that red thread, right, from what’s the infield activity to the bigger strategic goals.
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Paul Frith: Absolutely, yep.
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Will Heard: So if that is the intention, how do we need, then, to think about this differently to deliver on that?
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Paul Frith: Alright, so, well, let’s take a look at the first one.
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Paul Frith: It’s good, it’s alright, it’s fine.
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Paul Frith: You know, if we’re wanting to observe if the highest growth is coming from the accounts we’re prioritizing and working with most.
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Paul Frith: it kind of… it ticks the box, and I do use this one.
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Paul Frith: But it’s very high level. It doesn’t really help us to see some of the nuance we’ve been talking about.
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Paul Frith: What do we believe will really drive the growth? It’s just feeding back on where growth itself is coming from, so it’s only a part of the story, even if we do decide to actually use it.
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Paul Frith: With the second one, we know this one, it’s activity. There’s no outcomes, there’s no quality actually in there. It’s just looking at the amount of effort that’s being put in, not if that is actually working or not working. And look, I get it, it’s probably the most common
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Paul Frith: Cool metric in pharma, isn’t it?
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Paul Frith: But if we’re keeping it, let’s tune it, at least focus it to provide evidence of a change in behavior, are we now able to get access to critical decision-making stakeholders that we weren’t previously able to engage with? And that might mean the metric comes down compared to what it has been.
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Paul Frith: But it would give you better feedback, than perhaps the way it’s being used in most cases now.
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Paul Frith: And that leads us to the third example.
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Paul Frith: And this one is focusing, perhaps, on the change we believe is needed to drive our growth. Let’s assume the situation is true for now, rather than, you know, everybody’s got something slightly different
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Paul Frith: The more of this that we can cause, the more likely it will be to directly affect our performance and our growth.
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Paul Frith: But that one…
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Paul Frith: might be a bit too hard to measure. It’s outside our control, it’s in the healthcare system, really, and we know they’re not the best at measuring some of these kind of things, or working with us in order to move it forward.
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Paul Frith: So, perhaps what we need to do is we might need to find a simpler proxy.
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Paul Frith: that we could actually measure. It’s not as strong.
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Paul Frith: But it’s close to it, and it’s much more feasible. And so, in this case, I’d probably look at something more along the lines of the number of accounts with changes to, I don’t know, local guidelines.
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Paul Frith: that would drive faster time to treat, or something along those kind of lines. As I said, it’s not ideal, but it is in our control, and it would give us feedback on the result we’re trying to cause.
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Will Heard: I love that. So, I’ll also take the feedback of, actually, you think what I put together is rubbish, and you know, check…
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Will Heard: I see, I see. But I guess the intent and the thinking behind it there is that
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Will Heard: Are your measures feeding back on the progress that you’re making, or on the effort that you’re putting in? And you might not be able to design the perfect measure, but again, I think you mentioned it at the beginning, which is it’s about progress over perfection, so at least a step towards it is what we’re trying to achieve.
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Will Heard: And the big… the big focus, or the big revelation, I find,
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Will Heard: that’s most powerful is shifting what we’re measuring from the actions, what did we do, to the results, what did we achieve? Or how do we know we’ve achieved it?
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Will Heard: And when you think about your scorecard, and when, you know, a lot of organizations look at their scorecards, there’s probably 4 different kinds of measure.
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Will Heard: They’re things like quota measures, so basically, have we, you know.
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Will Heard: Have we done the task? What’s been completed at a specific moment of time?
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Will Heard: You also get activity measures, so you mentioned, you know, reach and frequency, which show that volume of activity, volume of work over time. Again, useful to understand, you know, productivity,
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Will Heard: But don’t necessarily feed us back on, are we progressing towards the results that we want?
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Will Heard: You’ve then got status measures, which show your results to date, so static measure, but often a lot more impact-focused. And then lastly, we’ve got…
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Will Heard: what we would call performance measures, and these look at your result… your performance, your result progress over time. And ultimately, only… they all have a role.
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Will Heard: But status measures, quota measures, activity measures won’t tell you if things are going well, and what needs to amplify, or what needs to change in what you’re doing.
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Will Heard: And so how can we actually reframe some of the things that we’re doing so that they are more performance-focused, rather than maybe activity-focused or status-focused?
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Will Heard: So, building on that coaching example we used earlier, a classic thing we see with organizations, maybe, you know, we want managers to coach their teams to engage customers in a different way. That might be a goal we see. So, therefore, the action is we would…
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Will Heard: you’re encouraging is you’re setting the expectation of managers to spend more time in field coaching, and your KPI might be days in field coaching.
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Will Heard: Now.
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Will Heard: The challenge that we highlighted earlier was we’re not really specific on the change, and therefore it’s much tougher to put a performance measure in place. But if we drill down to the shift that we want, actually saying, managers are coaching teams on the specific capacity blocks aligned to the problems that matter.
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Will Heard: Then it makes the measure a little bit easier to define.
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Will Heard: So what we’re asking, now we’re measuring the number of micro-missions or actions we’re looking for post-coaching sessions that are tied to the problems that matter most to the account.
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Will Heard: So…
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Will Heard: We’ve taken that overall outcome, and we’ve looked at what is a measure that would show that we’re progressing towards it. It’s, you know, it’s not perfect, but it’s showing us that we’re getting a much better measure on is that coaching on the right things and driving the right kind of activity.
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Will Heard: And then, ultimately, therefore, the action that that would be driving and encouraging is people solving or coaching around solving critical account challenges that are going to help with the capacity problems that we’ve identified.
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Will Heard: So therefore, that last question of, you know, are your measures feeding back on the progress that you’re making? And are they genuinely doing that, or the activity? Critical? And when it comes to these kind of a situation, it’s identifying what is that performance measure we can define. Maybe alongside some other activity metrics, but we’ve got to make sure we’ve got that performance measure in place.
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Will Heard: So, Paul, we’ve been through those three critical questions, maybe now’s a good time to ladder it up and summarize.
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Paul Frith: Yep, absolutely. So, if, if there’s nothing else to remember, maybe there’s four things. Internet, and then these three.
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Paul Frith: So, firstly, when you look at your scorecard, really think about, by the end of the year, what is it that’s going to make the biggest difference? And for now, prioritize one performance area where you feel you could make the biggest difference in Q2, the rest of Q2, and Q3.
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Paul Frith: And to help you do that, really use that little grid and some of the questions. So what’s that one change that your brand or the organization or team needs to be even more successful?
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Paul Frith: And then check your impact and your conviction.
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Paul Frith: Once you’ve done that, then take the second step and really assess whether the current measures are supporting you to actually achieve that goal, that part of the goal that you just said.
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Paul Frith: Spot where the scorecard is perhaps creating either noise or distraction or unhelpful activity, and you probably can’t change it, but you can dial back your communication, your interactions, actually around some of the things that might cause distraction, and you can dial up the focus on the things that are really going to support that change.
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Paul Frith: And this is a good time to add in that extra step, the step that we’re not currently doing in most organizations I meet, and get really clear
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Paul Frith: on what that change actually means exactly, in practical terms. How would we see it? What’s different compared to now?
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Paul Frith: And use those three sets of questions, contextualize, concretize, and then clarify.
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Paul Frith: And then the third, if we’ve got those intermediate results we’re trying to cause, if we’ve gotten really clear on what they actually are, then let’s look at our measures.
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Paul Frith: In an ideal world, we’d have new measures, we’d design measures specifically to actually feed back on it, but we’re in here, it’s unlikely to be within your span of control, span of control, even, get my words out. So, re-engineering your measures so that they are more likely to drive fulfillment of the goal that you’ve actually committed to.
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Paul Frith: And with a particular focus on shifting teams from doing lots.
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Paul Frith: to doing what actually matters the most in relation to what we said in 1 and in 2.
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Paul Frith: And probably the key takeaway is, is the measure feeding back on the progress you’re making?
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Paul Frith: So you can read that on the screen, but have a think. How could you make more of the focus of your scorecard about the performance measures rather than the other types of measures that undoubtedly actually sit within it? And you are getting evidence that you believe about whether you’re making progress towards those intermediate results
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Paul Frith: That ladder up to the end goal that you need to do by the end of the year.
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Paul Frith: So, these are the three things that I’d like you to take away, and if you do that.
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Paul Frith: I believe you will cut the noise, you will kill the friction, and it should help to make your scorecard better support the goals that you actually have.
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Paul Frith: So, that’s the end of our webinar today, in terms of the, kind of, core content that we wanted to go through.
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Paul Frith: So, if you are wanting some more information, as we said, there’s the download of the Tangled Red Thread white paper, so again, you can grab that if you want to from the resources area.
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Paul Frith: or if you’re intrigued about pump, we’ve mentioned it a bit. It’s… we’ve not been explicitly going into pump today, but there’s a pump webinar coming up if you want to come and meet Stacey and I, and we’ll take you through some of the aspects of it. Or come and join me on a pump course. We’ve got one in two weeks.
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Paul Frith: More likely, send one of your team on it, and get them to learn the methodology, and then help you to apply it.
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Paul Frith: Or scan this QR code and book a scorecard clarity session. We’ll give you a 30-minute session for free. Always look like looking at people’s scorecards, and just seeing what we could do together to pick it apart and help you find some parts within it that you feel able to control, influence, and maybe tweak.
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Paul Frith: So that actually you’re perhaps in a better place, to start to drive things forward.
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Paul Frith: So, there are, there are three, hopefully, supporting things about where you could go next from here.
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Paul Frith: Okay.
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Will Heard: So, we haven’t got any questions
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Will Heard: Right now, if you do have any questions, please do pop them in. Paul and I will be sticking around for a little bit.
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Paul Frith: can’t see?
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Will Heard: There’s… there’s one which always comes up, something like cross-functional working.
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Will Heard: Seeing that with a lot of organizations, and ending up with a goal around cross-functionality. How do you make a goal like that work?
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Paul Frith: Alright, so, I mean, we kind of hinted at the cross-functionality, a little bit earlier on, but we didn’t, maybe get, down into… into the detail of it, so…
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Paul Frith: It’s not because it’s,
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Paul Frith: It is feasible to measure cross-functional working. It’s… what we need to do is get the concept from being so generic, and this is really… this is going back to step two, and the, conceptualizing and concretizing. What is it about the cross-functional working that it needs to actually do for you?
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Paul Frith: How would you observe that happening and the changes that you actually need? What is it you need out of it?
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Paul Frith: And if you get those bits really clear, then you can actually start to build it into the scorecard and start to measure it. And, you know, for one client, it was as simple as actually… it was all about decision making for them, and the speed to make key decisions in a form. And once they’ve broken down.
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Paul Frith: That was the part of cross-functional working that they really needed to get working. It was quite easy then to actually say, well, okay, here’s how we’re going to measure it, and we’re going to see whether we’re getting better at it over the next quarter, in terms of the decisions made within the forum and the time to actually make it with the team actually there.
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Paul Frith: Elsewhere, I’ve seen cross-functional working being about the field teams that we just talked about. So, are the field teams actually working in silos with the same accounts, or are they working on the same account to the same kind of goals, and they’re working, in symphony?
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Paul Frith: or orchestrating their maneuvers, or any other kind of language you want to have around it. And again, there it was about the teams working on the same plan. And as soon as you go, oh, right.
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Paul Frith: Same plan, working towards the same goals, things interlinking. We know what it is now, as they got into the detail, and again, we could come up with some measures that helped them to see whether or not the teams, over time were getting better at working in that way, that they had
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Paul Frith: Joined up goals between themselves, and then joined up with the customers, and that the activity that they were doing all built towards that, rather than just being siloed
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Paul Frith: Medical goals, or siloed sales, or commercial goals, or whatever it may actually have been.
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Will Heard: Hmm, nice.
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Will Heard: Yeah, I think the downside, or the challenge I often see there is, you know, with these time-sync meetings, and everyone gets very jaded with the whole concept, but by designing the measure and the goal more effectively, you can realize the benefit of it.
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Will Heard: I think we’ve not got any more questions, so maybe we’ll wrap it up. Final words, Paul?
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Paul Frith: Thank you very much for joining us. The areas here are something that we get particularly passionate about.
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Paul Frith: It is a free session, give us a call, let’s see if we can actually help in a way that’s going to add value to you now. So, free of charge, give us a call, book some time in, and we hope to speak to you soon!
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Will Heard: Thanks. Bye.
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Paul Frith: Thanks.
