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In co-creation workshops, Roche regularly exchanges views on current industry topics with doctors, researchers and executives from the healthcare sector.
(Photo: Roche)
The trends of the modern working world have long since reached the pharmaceutical industry. For example, the pharmaceutical and diagnostics group Roche has been transforming itself into an agile company with new working methods and a modern understanding of leadership for a number of years. Courage, openness and a culture of trusting cooperation are the central elements for daily cooperation. In cross-functional teams, everyone involved meets at eye level in order to solve problems efficiently and develop innovative products.
This breaks up hierarchical structures - and that's intentional. "Managers at Roche no longer see themselves as instances of instruction and control, but rather as coaches and moderators," explains Dr. Alexandra Farfsing from Roche Diagnostics Germany about the Group's New Leadership approach. “Our teams have become small, flexible and agile. We value personal responsibility, collaboration, creativity, agility, further development of skills and, above all, talent-based work. These are our new success factors in times of New Work.”
In co-creation workshops, Roche regularly exchanges views on current industry topics with doctors, researchers and executives from the healthcare sector. Joint work on topics is the focus. The motto: talk to each other, learn from each other, establish new solutions together. Recently, there was no originally medical topic on the agenda at the Roche training center in Penzberg, but rather the principles of New Work and New Leadership. It became clear that the healthcare industry moves at different speeds when it comes to understanding and implementation. While New Work and New Leadership have almost become a matter of course in industry, top academic centres, laboratories,
"We are only slowly beginning to understand New Work and New Leadership," said Prof. Dr. Sven Perner, workshop participant and associated member of the management board, MVZ HPH Institute for Pathology and Haematopathology GmbH. “It hasn’t arrived at all in medicine yet. We really have to keep driving this forward.” For Perner, it is already clear where the impetus for change must come from: “It is always easier and also better to change yourself than to wait and hope that the environment will change ."
