Leadership That Drives Organizational Results- Leland Sandler

Leadership That Drives Organizational Results

Amylin Pharmaceuticals: A Case Study

Leland SandlerLeland Sandler

Executive Director Leadership Development

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CHALLENGING SCIENCE. CHANGING LIVES.

> Founded in 1987 – IPO in 1992

> ~ 1,500 employees

> Headquarters in San Diego, California

> Marketed products:> BYETTA® (exenatide) injection – Type

2 diabetes

> SYMLIN® (pramlintide acetate) injection – Type1 & Type 2 diabetes

Our MissionTo improve lives through the discovery, development and commercialization of innovative

medicines

Company Snapshot Pipeline

*FACTOID: Drug Development Cycle Time – Compound to Drug = ave.15 years*FACTOID: Drug Development Cycle Time – Compound to Drug = ave.15 years

* Science magazine; “Drug Discovery and Biotechnology Trends: Recent Developments in Drug Discovery: Improvements in Efficiency.”

SYMLIN®

(pramlintide acetate) injection

BYETTA®

(exenatide) injection

Exenatide Once Weekly

Exenatide Nasal

Pramlintide/Metreleptin

PHASE 1 PHASE 2 PHASE 3 COMMERCIALIZATION

Exenatide Transdermal Patch

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The Diabetes and Obesity Epidemics Drive Our Opportunity

Source: CDC BRFSS 2005 and US Market Data from ADA

5%–6% <5%

>8% 7%–8%

No Data

6%–7% ≥30%

10%–14% <10%

25%-29% 20%–24%

No Data

15%–19%

24 million people with type 2 diabetes in US in 2008

153 million overweight people – 77 million of those are obese

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Diabetes Prevalence Obesity Prevalence

““With a new diagnosis every 21 seconds, diabetes is the fastest growing disease in AmericaWith a new diagnosis every 21 seconds, diabetes is the fastest growing disease in America””– American Diabetes Association– American Diabetes Association

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Multiple Opportunities for Expansion Across the Diabetes Spectrum

Undiagnosed One OralAgent

Multiple OralAgents

IntensiveInsulin

Insulinand Orals

~6 million ~10 million ~5 million

Current market~8 million on MET +/- SFU

~2 million using TZDs

Current market ~1.3 million

~24 million people

US Market Data from CDC, IMS, and Amylin estimates

Diet/Exercise

~3 million

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> Poor economy

> Tight credit markets

> Increasing regulatory pressures

> Healthcare reform

> Access to doctors

> Decreasing number of young people entering sciences

The Last 18 months:Competitive Bio-Pharmaceutical Environment

EconomicSo

cial

Environmental

The Sustainability ChallengeThe Sustainability ChallengeHow do we How do we ““Get More Drugs to More Patients Faster?Get More Drugs to More Patients Faster?””

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2010 is a Value Inflection Year for Amylin

• Advance clinical superiority strategies

• Execute market development activities

Launch exenatide once weekly

• Achieve sustainable positive operating cash flow by the end of 2010

• Position for GAAP operating profitability by the end of 2011

Positive cash flow from operations

• Advance new forms and delivery options for exenatide

• Move forward obesity program

Advance pipeline

Drive revenue• Leverage updated label for BYETTA

• Maximize increased promotion for SYMLIN

Value creation.

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Why Leadership Development is Important Now?

We MUST have the:> right people in > right job at the> right time to get the RIGHT RESULTS!

Our Current State: of Leadership

Development and Readiness

Our Pathway to Action:Leadership Development

Mosaic Process

Our Desired State:The Proactive Selection,

Management and Development of

Leadership Critical to our Long-Term Success

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Leadership Leadership CompetenciesCompetencies

Leadership Development Mosaic Process“Accelerating the Development of Our Leaders”

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Leadership Competencies

Way of Being Resilience Accurate Self-Insight Presence Authenticity Courage Creativity Social Agility Cognitive Agility

Way of Doing Drives for Results Builds Strategic Relationships Leads Through Organizational Vision and Values Possesses Broad

Business Acumen Builds Organizational Talent Facilitates Change Demonstrates Decisiveness and Judgment Effectively

AmylinLeadership

“What &How”

Cultural BeliefsCultural BeliefsValue People Value People Embrace Feedback Embrace Feedback Reach Out Reach Out Take Accountability Take Accountability Build Trust Build Trust Gain Alignment Gain Alignment Lead Lead

Amylin Business ResultsAmylin Business Results

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Leadership Leadership DevelopmentDevelopment

CenterCenter1:1 Feedback1:1 Feedback


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Leadership Development Center Design

Development Methodologies:Self AssessmentMulti-RaterSelf-Observation and ReflectionObserved Center Activities:

> Solo – In Box & Challenges> 1:1> Small Group> Team> Large Group> Business Simulation

Our Leadership CompetenciesOur Leadership Competencies

DevelopmentDevelopmentMethodologiesMethodologies

15 Leadership Competencies:> “Way of Doing” & “Way of Being”

> “What good looks like” – High End

> “What leadership success isn’t” – Low End

> BEHAVIORAL ANCHORS – ARE KEY!

Partnered with:

3 Day Development Center Agenda3 Day Development Center Agenda

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Leadership Development Center Process

Leadership CompetenciesBegin 6 wks Before Center – Due 1

week Before Center

Purpose: Assess Leadership Development skills and gather feedback of Amylin Leader’s Managers, Peers & Reports.

Materials: • TAIS – The Attentional &

Interpersonal Styles Inventory• MSCEIT – Emotional

Intelligence• Watson-Glaser – Cognitive

Agility• Bio-Data • 360 Multi-rater Feedback

Pre-Center Interview2-3 Weeks Before Center

Purpose: For Rady Facilitator to introduce themselves personally and get to know the individual Amylin Leader and their background before the Development Center takes place.

Length: 45 min. (Telephonic)

UCSD Rady Leadership Development Center

Purpose: To collect real-time data on how Amylin Leader “shows up” around the Amylin Leadership Competencies; To develop a cross-organizational network to support their growth; To have To have some fun!some fun!

Who: Participant, Rady Facilitators

Length: 3 consecutive days

1:1 Post-Feedback At Least 1 Week After Center

Purpose: Provide detailed, confidential feedback on Leadership Competencies, Business Acumen, and 360 results

Who: Participant, Rady Facilitator

Length: 2 Hours

Detailed Individual Feedback For Detailed Individual Feedback For Development PurposesDevelopment Purposes

““Participant Eyes OnlyParticipant Eyes Only””

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Career PlanCareer Plan

ExperiencesExperiences& Education& Education

Mosaic Mosaic TalentTalent

ConversationConversation

TalentTalentIdentificationIdentification

ToolTool


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Mosaic Talent Conversation

> Facilitated by Leadership Development

> Focused on 15 Amylin leadership competencies – “How does the leader show up at Amylin?”

> Discussion informed by Rady Development Center macro data

> Includes feedback from Amylin cross-functional peer(s), Mgr & HRBP

> Captures Development suggestions, “What would make this a strength?”

Mosaic MeetingAt least 1 Week After Feedback

Purpose: Take Rady Center overview data and add Amylin data to create Leadership Mosaic/Talent profile for Amylin Leader.

Outcome: Clarity on Rady & Amylin data around Amylin Leadership Competencies; how Leader “shows up”; Identify potential development focus areas; Completed Leadership Development Mosaic document

Who: •Leadership Development•Amylin Leader’s Manager•Cross-Functional Manager(s) •HR Business Partner •Rady Facilitator•(NO Participant)

Length: 1.5 Hours

Mo·sa·icMo·sa·ic – adjective– adjective: : ““composed of a combination of diverse elements.composed of a combination of diverse elements.”” A Multi-faceted Leadership ViewA Multi-faceted Leadership View

Career Planning Meeting

2-3 Weeks Before or 1 Week After Center

Purpose: Dialogue to understand what individual Amylin Leader’s short term, 2-3 year career goals are.

Outcome: Clarity on direction & focus of next steps for desired career growth for Amylin leader; Finalized Career Discussion Worksheet

Who: •Leadership Development•Participant•Manager•HRBP

Length: 30 min.

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LeadershipLeadershipMosaicMosaic

AmylinAmylinSuccessionSuccession

PlanPlan

IndividualIndividual LeadershipLeadership

DevelopmentDevelopmentPlansPlans


ToolTool


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Leadership Development Mosaic Document

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Leadership Development Mosaic Download

> Provides Feedback to the leader on how they are “showing up” at Amylin

> Focuses on 15 “Way of Doing” & “Way of Being” Leadership Competencies

> Includes development suggestions “What would make this a strength . . .”

> Drives individual leader’s development plan> Leadership Development Mosaic Document

informs Amylin Succession Plans> Reviewed and updated annually at senior

levels

Mosaic DownloadWithin 30 Days of Center

Purpose: Share finalized Leadership Development document with Amylin Leader and identify potential development areas given short term career goals

Outcome: Amylin Leader clarity on Rady & Amylin data around the Amylin Leadership Competencies - feedback on how Leader “shows up”; Identify potential development focus areas

Who: •Leadership Development •Participant •Manager •HRBP

Length: 1 hour

““Feedback is the Breakfast of Champions.Feedback is the Breakfast of Champions.”” ~ Dr. Ken Blanchard ~ Dr. Ken Blanchard

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LeadershipLeadershipMosaicMosaic

AmylinAmylinSuccessionSuccession

PlanPlan

IndividualIndividual LeadershipLeadership

DevelopmentDevelopmentPlansPlans


ToolTool


Peer & LeaderPeer & LeaderCoachingCoachingPracticesPracticesSupportSupport

NetworksNetworksTransformationalTransformational

& Facilitative& FacilitativeLeadershipLeadership

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Leadership Development Practices

Practices to Practices to ““Accelerate the Development of Our Leaders.Accelerate the Development of Our Leaders.””

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Practices to Practices to ““Accelerate the Development of Our Leaders.Accelerate the Development of Our Leaders.””

Formal Programs (cont.):Facilitative Leadership

> Focus on “Way of Doing” competencies> 2 day workshops in groups of 16> Covering 7 Leadership Practice areas> Monthly FL “Crosswalk” refreshers

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On-going Leadership Application Practices:

Change Ambassadors:> Cross functional group of Transformational Leadership graduates to help

drive organizational Change required for success in new “bio-pharma reality” across our business

> WHO: “Leaders who have demonstrated our Cultural Beliefs, Leadership Competencies, are articulate, good facilitators, objective centered, excitement for change and model the behaviors linked to them, committed to Amylin’s success and making a difference.”

Practices that Practices that ““Accelerate the Development of Our Leaders.Accelerate the Development of Our Leaders.””

Internal Coaching Pilot Program – “Leaders Developing Leaders”> Interested Transformational Leadership graduates (coaches),

> Accelerate the development of min-level managers (selected after Functional Talent Reviews)

> Further deploy Integral Leadership Model and Leverage Facilitative Leadership Tools and models

> Help the whole person

> Promote networking across functional lines

> Support individual career and development objectives of participant and Coach

Leadership DevelopmentTransformational Leadership is marquee development program

• Every Sr. Vice President, Vice President, and Sr. Director (62 leaders) completed or currently enrolled

• Leadership Metrics

> All ten Vice-President Promotions in the last three years are graduates of Transformational Leadership

> Six of the seven Functional Lead positions changes were graduates

> Thirty seven graduates have moved up in Amylin’s Succession Ladder for Key Positions (68% of non-EC graduates)

> Post-program 360s

– 80% of participants demonstrated measureable change in their top 3 development areas

CEO

Head of Opearations

Head of Finance

Head of HR

Head of Commercial

Head of R&D

Head of Corp Dev

Head of Legal

IP Lead

Info Mgmt Lead

Finance Lead

Accounting Lead

Bus Dev Lead

Research Lead

Prod Dev Lead

Regulatory & Safety Lead

Clinical Dev Lead

Medical Dev Lead

Ohio Plant Lead

Quality Lead

Sales Lead

Marketing Lead

Succession PlanningInvestment in leadership development have improved succession depth

2007 2008 2009 2010

Critical Leadership Positions 15 21 22 19

Ready Now Candidates 0 3 6 11

Ready Later Candidates 7 15 14 5

No Ready Now/Later Candidates 8 3 2 3

2008 2010

CEO

Head of Opearations

CFO

Head of HR

Head of Commercial

Head of R&D

Head of Corp Dev

General Counsel

Legal Lead

Finance Lead

Accounting Lead

Bus Dev Lead

Research Lead

Product DevLead

Regulatory Lead

ExenatideOne R&D Lead

Medical Dev Lead

Ohio Plant Lead

Quality Lead

Sales Lead

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The Wrap Up – Our Results: “And the Survey Says . . .”

1. “Do you feel the participant has become more or less effective as a leader since beginning the Leadership Development Mosaic process at Amylin?”

80% of individuals have observed measurable change

The mean level of change was 1.40 on a -3 to +3 scale

Less Effective No Change More Effective

2.“How has the individual changed with respect to: [Insert individual Leadership Development competency objectives]” actually worked on in their Individual Leadership Development Plans over the course of the past 18 months. > There was improvement in every leadership competency area> There was significant improvement in the 6 of the 15 competencies

Why Amylin Develops Leaders?

“Businesses are all about people. It is particularly true for challenging and complex industries such as pharmaceuticals. At Amylin, we need leaders with breadth and a broad understanding of our environment and business. We need leaders that can make decisions with that environment in mind and understanding the implications across our business. We need leaders to motivate people to do extraordinary things so we can truly BE an innovation driven business. I'm very committed to developing our people and growing leaders at Amylin."

Daniel Bradbury – CEO Amylin

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Questions & Comments

Leland SandlerExecutive Director, Leadership Development

Amylin Pharmaceuticals

~ Accelerating the Development of Our Leaders

Leadership That Drives Organizational Results- Leland Sandler

Leadership & Management

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