Consumer Healthcare US

PRIDE

PERFORMANCE
POSSIBILITIES

January 12-15, 2009

Las Vegas

PARTICIPANTGUIDEBOOK

Name: ______

B.E.A.T.Summit Team

Project Sponsor

  • Roger Scarlett-Smith, President, Consumer Healthcare North America

Advisory Committee

  • VP, Sales and Operations
  • VP, HR
  • VP, Business Opportunity & Strategy

Planning Team

  • VP, Field Sales & Customer Marketing
  • Brand Manager OTC
  • Director, CHNA Communications
  • Strategic Project Manager
  • Customer Sales Manager
  • IT Account Manager, Sales and Marketing Connections
  • Manager, Supply Planning & Analysis
  • Manager, Creative Production
  • Manager, Commercial Operation Excellence
  • Manager, Learning & Development
  • Supervisor,Marketing Connections Communications
  • Associate Manager, Creative Production
  • IT Services Coordinator
  • Director, Sales Training, Development & Communications
  • Senior Brand Manager, Aquafresh
  • Director, HROrganization Development
  • VP, Business Opportunity & Strategy
  • Oral Healthcare Consultant
  • Manager, Training & Communications, CBI
  • Oral Care Forecasting

Facilitation Team

  • Bernard Mohr, Innovation Partners International
  • Jim Ludema, BenedictineUniversity
  • Neil Samuels, Profound Conversations
  • Caryn Vanstone, Ashridge Consulting
  • Director, IT Talent Management/Organization Development
  • Director, Corporate Talent Management
  • Director, Corporate Executive & Leadership Development
  • Director, Corporate Executive & Leadership Development
  • Dianne Mairone, VP, Consumer Healthcare Leadership and Organization Development
  • CHNA Director Sales Training, Development & Communications
  • Director, Consumer Healthcare HR Organization Development
  • Director, Corporate Organization Development

Logistics Team

  • GSK Conventions and Event Management
  • GSK Administrative Assistant

Event Management Company– ITA:

Production Company– TMW:
Summit Purpose and Objectives

The purpose of this summit is to collectively start buildinga high-performance culture for Consumer Healthcare. With empowerment at its core, we will create an organization full of pride and possibilities.

By gathering our entire business together, we are at the leading edge of the GSK-wideempowerment effortchampioned by CEOAndrew Witty. Many eyes are upon us as we start on this journey.

Our objectives are to:

  1. Discover the core strengths and values of Consumer Healthcare’s culture when we are at our best—that is, the “positive core” we want to keep and build on as we look to create an even higher-performance organization for the future.
  1. Collectively dream and envision the ideal culture we want to create—the one characterized by Pride, Performance, and Possibilities.
  1. Design the day-to-day relationships, processes, systems, services, and operations we need to ensure the new culture thrives.
  1. Deploy a set of actions—key initiatives and implementation processes—to actively move us in the direction of our shared aspirations and commitments.

Workbook Introduction

Simply put – we are here to help write the next chapter in the story of Consumer Healthcare. Our task is to listen to the voices of everyone in the business and agree on ideas we believe can make a real difference in creating the kind of organization we want and need.

We haven’t tried anything like this before – very few companies have – we think it is abold and open way to build on the things that already make us special.Weare here to work together. It is not a conference. There won’t be long speeches or slide presentations. There will be lots of working in groups to make sense ofwhat weare discovering together and how best to act on what we learn. We also expect andhope that we will have fun.

The next four days will be quite varied. At times it will be noisy, busy, and action packed. At other times the pace will be reflective, slow, and more thoughtful. We all have different ways and styles of working, so we hope that the mixture will suit everyone and help us all to be at our best together. The variation in energy and pace is key to getting a great result from the event.

The meeting brings together the entire company so that the ideas and decisions that emerge make sense for us as a whole. The summit is about working hard while having fun and meeting new people. Everyone who goes on a journey through new territory needs a guide. This workbook is designed as a guide to help us through our time together.

This workbook contains detailed instructions and guidance for the activities that we will be doing together. This detail:

•Limits the amount of complicated briefing our facilitators do – allowing more time for the really important stuff – listening to each others’ stories and ideas.

•Allows us to work anywhere in the main room and in breakouts and still keep a check on what is expected.

Summit Agenda

Day 1: Monday, January 12—DISCOVERY

2:00Opening and Welcome

Overview of the AI Summit Method and How We Will Work;

Learning from Stories of Excellence: One-on-One Interviews

5:15-6:30General Session

6:30Dinner

Day 2: Tuesday, January 13—DISCOVERY and DREAM

8:00Reconnection

Discovering the Resources in Our Community

Identifying Our Positive Core of Strengths: Finding Our Heartbeat

Noon-1:15Lunch

1:15The Positive Image–Positive Action Relationship;

Our Dreams of the Ideal Culture of Pride, Performance and Possibilities

Creative Presentation of Our Dreams

5:00Wrap-Up and Plans for Tomorrow

6:30Dinner

Day 3: Wednesday, January 14—DREAM and DESIGN

8:00Reconnection

Creative Presentation of Our Dreams

Identifying and Ranking High-ImpactDesign Opportunities

Noon-1:00Lunch

1:00 Outside Activities

Day 4: Thursday, January 15—DESIGN and DELIVER

8:00Reconnection

Introduce Design and Prototyping Methods

Brainstorming and Rapid Prototyping

12:30-1:30Lunch

1:30Reviewing and Refining the Prototypes

Leadership Team Fishbowl

Simple Commitments

4:30Wrap-up and Close of Summit

6:00-8:00Reception and Dinner

8:00Show

Appreciative Inquiry:

Framework for the Meeting

“Appreciative Inquiry gets much better results than seeking out and solving problems. We concentrate enormous resources on correcting problems…[but] when used continually over a long time, this approach leads to a negative culture, a descent into a paralyzing sense of hopelessness. Don’t get me wrong. I’m not advocating mindless happy talk. Appreciative Inquiry is a complex science designed to make things better. We can’t ignore problems—we just need to approach them from the other side.”

- Thomas H. White, President, Telephone Operations, Verizon Wireless

“We introduced the concept of Appreciative Inquiry into our Breakthrough Leadership Program at Roadway curriculum in 2000. Our senior managers have been so enthusiastic…everyone is focused on what’s possible. The output has been amazing and provides a great map to desirable outcomes.”

- Jim Staley, President & COO, Roadway Express, Inc.

“Appreciative Inquiry is currently revolutionizing the field of organization development…it is a process of search and discovery designed to value, prize and honor. It assumes that organizations are networks of relatedness and that these networks are ‘alive.’”

- Robert Quinn, M. E. Tracy Distinguished Professor of Management, University of Michigan Business School, in Change the World: How Ordinary People can Achieve Extraordinary Results

“Watch out Dilbert. Your view of corporations as hotbeds of meaningless work and chronic alienation may hold center stage for now, but an alternative view that finds the glass half full, not half empty, is gaining followers daily. Eventually it will replace your terminally cynical take on the world. One thing’s for sure: Dilbert’s method to search for and highlight the most hilariously counterproductive workplace behavior and the times when workers are most dispirited is nearly reversed through the method of Appreciative Inquiry.”

- Eric Ramy, Human Resource Executive Magazine

What is Appreciative Inquiry?

As a method of organizational change, Appreciative Inquiry differs from traditional problem-solving approaches. The basic assumption of problem-solving methodologies is that people and organizations are fundamentally “broken” and need to be fixed. The process usually involves: (1) identifying the key problems; (2) analyzing the root causes; (3) searching for possible solutions; and (4) developing an action plan.

In contrast, the underlying assumption of Appreciative Inquiry is that people and organizations are by nature full of assets, capabilities, resources, and strengths that are just waiting to be located, affirmed, stretched, and encouraged. The steps include: (1) Choosing to use an appreciative approach to deal with the business issue; (2) discovering and valuing; (3) envisioning; (4) designing through dialogue; and (5) improvising and sustaining the future. In other words, the appreciative inquiry 5-D model includes Define, Discover, Dream, Design, and Destiny.

What to Expect from this Summit

This summit differs from typical working meetings in four important ways:

The whole system participates. That means more diversity and less hierarchy than is usual in a working meeting, and a chance for each person to be heard and to learn other ways of looking at the task at hand.

Deep exploration is done into whatgives life to Consumer Healthcare when we are at our best. That means learning from one another about what it is like when we are most vibrant and empowered in relation to our whole system of stakeholders.

People self-manage their work and use dialogue – not “problem solving” – as the main tool. That means helping each other do the tasks and taking responsibility for our perceptions and actions.

Common ground rather than “conflict management” is the frame of reference. That means honoring our differences rather than having to reconcile them.

Facilitation Team

  • Set the structure and time frames
  • Guide large group discussions
  • Keep purpose in the forefront

Participants

  • Contribute your best ideas
  • Listen generously to and engage fully with others
  • Lead with your energy and optimism
  • Self-manage your group
  • Focus on the future of what you want to create

Logistics Team

  • Ensure the smooth running ofall the logistics enabling us to focus on our work

Ground Rule

  • We are all fully-functioning adults making informed choices about how to participate.

Self-Management Roles

Each small group manages its own discussion, data, time, and reports. Here are useful roles for self-managing this work. Leadership roles can be rotated. Divide up the work as you wish:

  • DISCUSSION LEADER—Ensures that each person who wants to speak is heard within time available. Keeps group on track to finish on time.
  • RECORDER—Writes group’s output on flip charts, using speaker’s words. Asks people to restate long ideas briefly.
  • TIMEKEEPER—Keeps group aware of time left. Monitors report-outs and signals time remaining.
  • REPORTER—Delivers report to large group in time allotted.

1

Activity #1

Learning from Stories of Excellence

Opening conversation in pairs

“The real voyage of discovery consists not in seeking new landscapes but in seeing through new eyes.”

--Marcel Proust

1

Purpose of this activity:

To get to know each other better, to hear about our best experiences of Consumer Healthcare, and to think about how we can be at our best, here, in this Summit.

Time: 1 Hour and 45 minutes.

Guidelines:

  • Select an interview partner from your table – someone you do not know, someone whose role or department is different from yours.
  • “Interview” your partner using the interview guide on the following pages. Read the questions as they are written aloud to your partner. Each person will have 50 minutes to interview his or her partner.

Help your conversation partner to stay in “story telling mode” and to avoid explaining or analyzing things.

Listen for great quotes, images and phrases and make a note of them.

Be really curious – be open to learning and interested in what they have to say.

Help them tell concrete stories about real people and events.

Give space for thinking.

Allow silence while the interviewee works on their answers – avoid jumping in.

Let them lead with their ideas.

Listen to them – rather than thinking about your own answers to the questions, or telling your own stories.

  • Both of you should answer all the questions. It is best to have one person share their answers to all the questions with the other taking good notes and listening well, and then change over.
  • Watch your time to allow for both people to do justice to their stories.

Interview Guide

Building Empowerment and Alignment Together:

Pride, Performance, Possibilities

1.Your Story

  1. Please take a moment to share with me who you are, where you’re from, and what you do.
  1. I’d like to learn about your beginnings at Consumer Healthcare. When did you come into the organization and what attracted you to join us? What were you initially excited about when you joined?
  1. What are you most proud of about your work now? What do you find most meaningful and fulfilling?

I’d like to move now and talk about some specific topics the planning team identified as being crucial to creating the empowered organization we want.

  1. Great Teamwork

Great teams use various components, skill sets, and perspectives in achieving results. Teams are shaped by past experiences, passion, and members’ diverse strengths. Think of a time when you were part of such a high performing team at work or elsewhere. Please describe this situation in detail.

If necessary to help the person tell their story, you might ask things like:

What led to the success of the team?

Who was involved?

What was your contribution to the team? What did others contribute?

What were the outcomes and benefits you experienced?

What were the factors that made it successful?

  1. Deep Respect

Organizations are at their best when they value individual differences and strengths. When respect is demonstrated, people feel safe and confident to express their thoughts and opinions, fostering innovation and learning. Please tell me about a time when you experienced a strong sense of respect from another person?

What gave you that feeling?

  1. “The only failure is the one you don’t learn from”

Innovation, which is necessary for business success, does not occur without risk-taking. People take risks because they believe in the possibilities in the unknown. Warren Buffet, Thomas Edison, and Rosa Parks all took risks and they are known for their successes. Even the BEAT Summit is a business risk. Will you please describe a time when you felt inspired to take a risk?

  • What made you want to take the risk?
  • What made you comfortable taking the risk?
  • What was the best you believed could happen?
  • How did it feel?
  • What did you learn?
  • What gave you the confidence to persevere?
  • How did that experience affect how you took risks afterward?
  1. Outstanding Management Support

Managers support you when they have your best interests in mind and willingly roll up their sleeves and help --“they have your back”. They are readily available for guidance and empower you to reach your full potential. Think of a time when you gave or received such management support and tell me that story.

How did you feel?

How did this affect you day to day?

How has this support changed you?

How has it affected others?

  1. Your Best Qualities

Now let’s imagine we had a conversation with the people who know you best and we asked them to share the 3 best qualities they see in you; qualities or capabilities that you have that help bring pride, performance and possibilities to Consumer Healthcare? What would they say?

  1. Essence of Consumer Healthcare.

What is at the very heart of Consumer Healthcare that we must retain no matter what else may change; that one factor that gives life to our organization?

  1. Your vision of the ideal Consumer Healthcare.

Imagine it’s January 2011. Consumer Healthcare is a place where everyone feels great pride in their work and brags about GSK to their friends and neighbors. We’ve doubled our business and everyone sees the limitless possibility for themselves and the organization. Empowerment has been at the heart of the transformation.

As you walk around this organization full of possibility, what do you see, hear, and feel? Be specific!

  • What are people talking about?
  • What are associates doing differently?
  • What are senior managers doing?
  • What else has changed that has created such possibilities?
  1. How did we get there?

When you think about the Consumer Healthcare you described above, what were some of the changes we could make to start creating that future?

a. What are some of the larger or longer-term actions we could take?

b. What is one small step we could take tomorrow that you think would have the biggest impact?

c. What is one thing youcould do?

  1. Wishes for Success

If you had three wishes, which if granted, would help create an empowered and aligned organization characterized by individual and organizational pride, performance, and possibilities, what would they be?