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TRANSCRIPT
D Additional Resources
Bayer R&DQ
Steering into The Future 2020
”The Future belongs to those who
believe in the beauty of their dreams.”
― Eleanor Roosevelt
D Additional Resources
1. Process Tools
2. The Futurist Terminology
3. Question Bank
4. Trends
D1 Process Tools Managing the Process
There are two aspects the team will need to manage:
1. The first one is the Cognitive elements of the team work – it is all about
managing the information, data, insights, interests, ideas, solutions,
conclusions etc... in an organized and intuitive way.
2. The second aspect is all about Productivity and Alignment – tasks,
assignment, responsibilities, data organizing and indexing,
accessibility, coordination, outcomes, workplan, etc...
In the following pages we have collected and reviewed some
options for you to choose from.
D1 Managing the Cognitive Process
Here are some options we have reviewed for you. Please discuss with
your team and choose which one you would like to experiment with.
Don’t worry – if you end up not being happy with the tool, you can
always change ☺
1. Mind Manager
• Can be used in the Bayer environment. The team members
only have to request to IT online and install on their laptops.
• Not sure how to share the map with the team members for
shared collaboration.
2. Mind Meister
• Can be used in mobile apps (phone, iPads, etc.)
• There is a free version that would be sufficient for the
purpose of this exercise.
• Not sure how to share with the team members and if it
would be difficult to integrate with other tools.
3. Traditional Mind Mapping using a white board.
• This would have the advantage to enable all team members
to add and share their contributions to a single map in a
transparent way; also, this is a very well know and easy tool
to apply.
D1 Managing the Work Process
We are sure that you already have your preferred way for managing
projects, process and people. Sines every team needs to choose a
management platform, we thought that this is also a good opportunity
for you to get to know some additional tools, explore their value and
level of comfort, and make new, or more educated choices. Here are
some options that we have reviewed for you. Please discuss with your
team and choose which one you would like to experiment with. Don’t
worry – if you end up not being happy with the tool, you can always
change ☺
D1 Managing the Work Process (Cont.)
1. MS Teams / Planner
• Available in the Bayer digital landscape.
• Can be used as an exercise / practice for future use in RDQ since it
will be used in the future somehow.
• Can easily integrate with other tools.
2. OneNote
• Available in the Bayer digital landscape.
• Can integrate with other tools.
• Not too sophisticated.
3. OneDrive
• Available in the Bayer digital landscape.
• Can be used as an exercise / practice for future use in RDQ since it
will be used in the future somehow.
• Can integrate with other tools.
D1 Managing the Work Process (Cont.)
4. MS Project
• Available in the Bayer digital landscape.
• Can be used as an exercise / practice for future use in other projects.
• Can integrate with other tools.
• Good for complex projects but too complicated for simple projects.
• Can be very time consuming to maintain.
5. Monday.com - Visual project management tool that helps transform the
way teams work together. It is a simple but intuitive tool that enables
people to manage work, meet deadlines, and build a culture of
transparency. A single board allows them to see who is working on what,
instantly providing information on where things stand. Users are able to
track what the team is working on, consequently empowering them to
achieve their goals and have fun while getting things done. Different
teams need different things at different times, so flexibility is key. Manage
any workflow or process and be ready to address any challenge from the
simple to the not-so-simple with total ease. Build and customize your
dashboards to gain important insights and a clear overview of your work.
D1 Managing the Work Process (Cont.)
6. Wrike - Wrike is an online project and work management platform that
has powerful tracking, collaboration, and reporting features. Features
such as dynamic request forms, interactive Gantt charts, and
customizable dashboards provide users the ability to streamline and
automate processes that help their business to be efficient, competitive
and productive. There are ready solutions also for specialized teams such
as Wrike for Marketers that comes with tailor-made tools fitting for
marketing and creative teams. Customizable workflows, fields, and
folder structures allow teams to be flexible in the way they do work, and
integrations are plenty, including for CRM, messaging, and accounting,
to name a few categories. A free plan and several premium plans on a
per user per month pricing are offered.
Can be very time consuming to maintain.
7. InVision - Design collaboration app.
8. Trello - Project management software (easy to use, simple, excellent
graphic interface).
D1 Managing the Work Process (Cont.)
Our recommendation:
Use one tool for overall management, and specific tools according to
the group’s needs.
9. Slack - Team communication app.
10. Zapier: Workflow automation for business (workflows can be
shared)
11. World Time Buddy: Time converter for distributed teams (helps to
schedule meetings for distributed teams).
12. Taskworld (cloud-based project management: remote team
project work, visual project timeline, visual time tracking).
https://taskworld.com/de/remote-
work/?utm_source=Google&utm_medium=Search&utm_campaig
n=Remote%20work_DE&gclid=EAIaIQobChMIjrX1xKO16AIVTbDtC
h2g_AXAEAAYASAAEgLsAPD_BwE
D2 The Futurist Terminology
• A futurist is someone who makes predictions about what
is going to happen, on the basis of facts about what is happening now.
https://www.collinsdictionary.com/dictionary/english/futurist
A survey of 108 futurists found the following shared assumptions:
Futurists are motivated by change. They are not content merely to
describe or forecast. They desire an active role in world
transformation.
• Complexity - Futurists believe that a simple one-dimensional or single-
discipline orientation is not satisfactory. Trans-disciplinary approaches
that take complexity seriously are necessary. Systems thinking,
particularly in its evolutionary dimension, is also crucial.
D2 The Futurist Terminology
• The term "futurist" most commonly refers to people who attempt to:
predict the future (sometimes called trend analysis) such as authors,
consultants, thinkers, organizational leaders and others who engage
in interdisciplinary and systems thinking to advise private and public
organizations on such matters as diverse global trends,
possible scenarios, emerging market opportunities and risk
management.
https://en.wikipedia.org/wiki/Futurist
Visionary writers such as Jules Verne, Edward Bellamy,
and H. G. Wells were not in their day characterized as futurists.
D2 The Futurist Terminology
• Modern futurists -
More generally, the label includes such disparate lay, professional, and
academic groups as visionaries, foresight consultants, corporate
strategists, policy analysts, cultural critics, planners, marketers,
forecasters, prediction market developers, road mappers, operations
researchers, investment managers, actuaries, and other risk analyzers,
and future-oriented individuals educated in every academic discipline,
including anthropology, complexity studies, computer science,
economics, engineering, urban design, evolutionary biology, history,
management, mathematics, philosophy, physical sciences, political
science, psychology, sociology, systems theory, technology studies,
trend analysis, and other disciplines.
D2 The Futurist Terminology
• Technological Unemployment:
the potential for robotics and AI to replace workers of all stripes is
significant, leading to worries of massive rates of unemployment and
subsequent social upheaval.
• Substrate-Autonomous Person:
In the future, people won’t be confined to their meat space bodies.
This is what futurist and transhumanist Natasha Vita-More describes as
the “Substrate-Autonomous Person.” Eventually, she says, people will
be able to form identities in numerous substrates, such as using a
“platform diverse body” (a future body that is wearable/usable in the
physical/material world — but also exists in computational
environments and virtual systems) to route theiridentity across the
biosphere, cybersphere, and virtual environments.
• 20 Crucial Terms Every 21st Century Futurist Should Know:
https://io9.gizmodo.com/20-crucial-terms-every-21st-century-futurist-
should-kno-1545499202
D2 The Futurist Terminology
• Futurology or "futures studies", futures research, and foresight—can be
summarized as being concerned with "three P's and a W", i.e. "possible,
probable, and preferable" futures, plus "wildcards", which are low-
probability, high-impact events, should they occur. Even with high-
profile, probable events, such as the fall of telecommunications costs,
the growth of the internet, or the aging demographics of particular
countries, there is often significant uncertainty in the rate or
continuation of a trend. Thus, a key part of futures analysis is the
managing of uncertainty and risk.
• The Futurist Toolbox:
http://foresightr.com/2016/05/05/a-dozen-traditional-tools-in-the-
futurists-toolbox/
D3 Question Bank
1. How will my organization interact with the Q network across the
divisions moving forward?
2. How do we remain compliant but offer our customers a better
experience when working with the Q team?
3. How will we address the various Q “levels” with cosmetics v.
nutritionals v. OTC drugs?
4. How will the communication platform and technology for exchanges
and interaction look like for Bayer and for R&DQ in particular?
5. How can we as a department adapt to the faster-growing decisions
and processes? (e.g. integrating more technology, automated
processes, trust)
6. Will “human connection” (e.g. face-to-face meetings) still be
important in the future or will we “meet” mainly virtually?
7. Where could AI support an auditor or the audit process in future?
8. What are the strengths and skills of a human auditor compared to AI
(replacement difficult)?
9. How can we move to a strong partnership with CROs (preferred
providers) to ensure high quality data and to make Bayer an
attractive partner?
10. How will the climate crisis affect us in the next 25+ years?
11. How will my job routine look like in the next 20+ years?
12. Will there still be the power of regulatory bodies or will
13. blockchain change the fundamental way of thinking?
14. How AI will transform the audit process?
D3 Question Bank
15. Will Blockchain technology allow sharing any type of data, incl.
audit data between Pharma companies or Pharma and Suppliers?
16. What types of controls, if any, will Pharma be able to implement
for ensuring quality of data that is generated by emerging
technologies?
17. How are the audits and inspections going to be conducted in the
future?
18. Will my job / QA be relevant in the future?
19. How can I / QA adapt to the future?
20. Which criteria are important for us to assess employees as talents
in R&DQ?
21. How can we as LT support and develop our talents and make sure
that they are influencing the culture in our organization already
now?
22. Which are the most important challenges with regard to shaping
the future and leading the organization?
23. How will AI change life / the Pharmaceutical business
24. What will be the role of QA in 10 years from now?
25. How can we in R&DQ ensure to be fit for future (considering
regulatory requirements, knowledge, information gathering,
resources…)
26. What will my job look like in 10 years?
27. How do I stay knowledgeable with how fast technology is
changing to make sure I’m not left behind?
D3 Question Bank
28. Will Bayer become more progressive and even become a leader in
adopting new technology and the way we work?
29. How can we best prepare / train us (RDQ) to support the R&D
business on our digital journey?
30. Can the R&D-LT establish a working atmosphere where trust is
key?
31. Will we be able to establish a culture where failure is acceptable to
ensure that experimentation can happen?
32. What can we do to speed up the decision-making process within
R&DQ (e.g., for implementation/testing of new ideas, changes to
processes and etc…)?
33. How can we stimulate groups/functions within R&DQ to work even
more closely together and to understand more the other groups’
point of view/needs/expectations, so that we hear more “our” and
less “my”?
34. How can we support R&DQ colleagues’ development in a way that
they are prepared for the upcoming business needs posed by our
customers (i.e., changes to the environment with digitalization,
more dynamic processes and etc.)?
35. How is R&DQ going to look like in 2025 after the project “Bayer
2022”?
36. How will clinical trials be conducted, verified and issues addressed
as advances are made in the digital world?
37. How will process automation/robotics impact R&D and R&DQ in
particular?
D3 Question Bank
38. How will process automation/robotics impact R&D and R&DQ in
particular?
39. What will be the impact of the green agenda on face to face
interaction in a global organisation?
40. My working environment: How will it change and affect my own well-
being? (change of job roles & responsibilities, social aspects, trust,
self-determined work, local networks, cross-functional cooperation,
sustainability, travel, working remotely, virtual teams, culture, social
interactions with colleagues, face-to-face interactions)
41. If I would be a patient: What are my roles, responsibilities and
options? (alternatives for treatment, still need to go to the doctor,
form of medication: pills/ tablets, technical implant to ‘read out’ my
disease remotely, customized medication for me and my disease,
patient social networks, engagement, information access)
42. Data privacy and protection: Can we continue sticking on these
values? Or does it contradict the democratic approach of sharing and
requesting data and services on individual basis? Do we need strict
data privacy rules, or will this hinder future development for great
new services? Can we regulate it and who would be able to do that?
(misuse of personal data by various parties, control by government
or the mass) Where does the fear come from – is it really a problem
and what is the risk for the individual?
D3 Question Bank
43. If I would be a patient: What are my roles, responsibilities and options?
(alternatives for treatment, still need to go to the doctor, form of
medication: pills/ tablets, technical implant to ‘read out’ my disease
remotely, customized medication for me and my disease, socializing:
patient networks, engagement, information access)
44. Data privacy and protection: Can we continue sticking on these values?
Or does it contradict the democratic approach of sharing and requesting
data and services on individual basis? Do we need strict data privacy
rules, or will this hinder future development for great new services? Can
we regulate it and who would be able to do that? (misuse of personal
data by various parties, control by government or the mass) Where does
the fear come from – is it really a problem and what is the risk for the
individual?
45. How can R&DQ support Bayer’s commitment to sustainability (e.g.
carbon neutrality by 2030 etc.)?
D4 Trends
In the last three~ years we have started to “Steer Into the Future”. We
have already focused on trends, skills, and technologies. This year we
are going to focus on THINKING.
But thinking is influenced by the world around us, and this world is full
of emerging platforms, materials, processes, business models,
technologies, etc...
The following pages describe trends we studied last year, and by doing
so we became more aware of their potential and impact on our
business.
We ask you to consider these trends (and their potential effect) by
answering the following questions:
1. What is going on, or is starting, that will have an effect on our
research?
2. What is expected to happen?
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