Mission Retrospective

• We’ve successfully created an engaged and motivated coalition of ecosystem partners.
• Trust has been building over time with Roundtable participants and with local experiment team partners and government officials.
• The RT structure and inputs and connecting with different minds in the system have challenged thinking, particularly around how to work with complexity and an ecosystem. Individuals are learning a lot, but it is too early to tell if we can catalyse a multiplier effect from this.
• The broader and deeper the stakeholder engagement, as early in the process as possible, the more we mitigate the process being taken over by special interests.
• Teams are learning to find the balance between value to society, patients and Roche

• Hold the big bold intent, alongside a messy feet-on-the-ground reality of activating uncertain experiments.
• The process of defining the move from the strategic change challenge to experiments was difficult and confusing. The process would have benefited from a clearer pathway through this process, and more direct mentoring during this critical phase of activity.
• All the experiment activities are highly targeted, covid focussed, because that has been the overwhelming need. It’s not yet clear how these will get connected to the original change challenge goals set for each country and move into system level experiments in accordance with our Mission Leapfrog goals. See below:

Viewing the spectrum of experiments from once off technical, to systemic and behavioural:

• Thailand seems to have created more momentum, because they’ve activated a large local experiment team network early in the process, addressing an urgent need in the system.
• Initial experiment activity in Thailand has generated momentum and impacted many people on a specific need around Covid. The stories shared by the Thailand team on how their Tuk Tuk experiment made a profound difference to a disabled father and home bound mother have inspired all of us, and highlight the real people in need whose lives can be transformed.
• A key system learning is the power of building a strong network of relationships, there is a high level of interest in engaging with Roche in creating system change, and this kind of process builds trust.
• The tuk tuk experiment validates the hypothesis that empowering people to take ownership of their health and wellbeing is desirable to the community and people.

• The RT process and experts have been accelerators, but this needs to be made more scalable.
• Could we have involved more people earlier in this process?
• How could we have used this to activate a more diverse and self-sustaining network of inspired people?
• We can scale some things now, but not others:
• What we can scale now is the conversation on ecosystem change and mindset required: Rapid adaptation and multiple, rapid experimentation; People/behaviour focussed vs technical solution; Engage a broad and diverse group; Holding the bold intent, alongside a messy, feet on the ground experimentation process.
• Local Roche Teams are willing to take on an ecosystem mindset.
• When we have lots of countries trying this approach, we’ll have achieved significant scale and impact.
• How can this now be activated?

• People feeling connected to the purpose is critical – this is a purpose inspired initiative that also requires deep curiosity and openness.
• Internal composition: Boldness + practical project resource.
• Seniority is critical – needs to be led by senior leaders, otherwise will be overtaken by day-to-day demands.
• Adaptive challenge requires adaptive leadership – asking penetrating questions, connecting observations and insights from different perspectives and combining them into new ideas and possibilities that result in a system change.