전사 🔗
WEBVTT
00:01:20.990 --> 00:01:23.310
Welcome back to Lean by Design.
00:01:23.390 --> 00:01:31.950
I'm your host, Oscar, and in continuation with our last few episodes, we're gonna dive right into my new book, Predictably Broken.
00:01:34.270 --> 00:01:37.390
This comes from Chapter 2, Research Operations.
00:01:38.750 --> 00:01:44.270
Many of these challenges don't come about because of one catastrophic issue or team member.
00:01:44.509 --> 00:01:48.509
Instead, they resemble death by a thousand cuts.
00:01:48.990 --> 00:01:49.629
The result?
00:01:50.670 --> 00:02:02.909
A collection of poor habits, misaligned incentives, inadequate training, and a culture that prioritizes scientific output while overlooking operational rigor.
00:02:04.590 --> 00:02:09.710
In these situations, it's important to understand that no one person broke the system.
00:02:10.030 --> 00:02:13.069
That's important because blame is a dead end.
00:02:14.430 --> 00:02:24.270
You can blame and fire a single person or even put them on a pip that's simply a band-aid on a broken system.
00:02:25.229 --> 00:02:27.310
Death by a thousand cuts.
00:02:28.110 --> 00:02:33.310
What I mean is that each individual issue will look manageable.
00:02:36.189 --> 00:02:41.550
A misstep here, a miscommunication there, a new employee.
00:02:42.349 --> 00:02:44.990
It's the accumulation that's the problem.
00:02:47.949 --> 00:02:55.069
Remember that humans are survivalists in our personal lives and are professional.
00:02:58.110 --> 00:03:04.590
So when we're met with an obstacle, we will find another way around the problem.
00:03:05.710 --> 00:03:09.949
And in most cases, we never get back to the root of the issue.
00:03:12.669 --> 00:03:18.109
Prioritizing scientific output over operational rigor is a cultural norm in biopharma.
00:03:18.189 --> 00:03:19.549
It's not an exception.
00:03:22.189 --> 00:03:28.829
The rat race that is research into the clinic, into approvals, is one that every organization faces.
00:03:30.349 --> 00:03:33.870
The fix isn't more discipline.
00:03:34.509 --> 00:03:43.549
In some cases, it's the redesigning of the environment so that the good habits are the path of least resistance.
00:03:45.229 --> 00:03:48.109
So, how many cuts can you identify right now?
00:03:50.669 --> 00:04:00.349
Those minor inconveniences that together threaten to slow your operations and decrease the value of the work that goes in.
00:04:02.829 --> 00:04:05.069
We experience these every day.
00:04:05.310 --> 00:04:11.229
And in most cases, we'll find a way to bury it or make it someone else's problem.
00:04:12.430 --> 00:04:16.910
I'm here to say they accumulate, they don't disappear.
00:04:18.670 --> 00:04:28.670
Find out more about what these cuts look like and how to fix them by checking out Predictably Broken in digital, paperback, and hardback.
00:04:28.910 --> 00:04:30.829
Thanks so much for spending your time with us today.
00:04:30.910 --> 00:04:34.269
We truly appreciate you being part of the Lean by Design Community.
00:04:34.509 --> 00:04:48.030
If this conversation resonated with you, we invite you to check our new book, where we take a candid perspective on the patterns of operational friction that quietly slow teams down and what to do about them.
00:04:48.269 --> 00:04:54.189
If you're ready to take the next step, head over to our website, Sigmalab Consulting.com.
00:04:54.350 --> 00:04:55.230
We'll see you next time.