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Editor's Notes

• #4: Before meaningful change can be created, one must understand as many aspects of the present state as possible. SenseMaking in an organizational context is the strategic activity of making sense of ambiguous complex situations. ChangeMaking in an organizational context is the strategic activity of moving from an existing state to a co-created future state.
• #9: There is information in the room. Key to everything we do is Visual SenseMaking. We make the information fields that are going to help the participants think about the problem and do forward thinking.
• #27: • With Geodon, when we changed from monthly to consistent weekly calls, we got a boost of 33% in NRx. Again this might have been on person calling or the whole LAT calling on the same day and then not again for four weeks. • With COX-2, we increased 10% with a shift from biweekly to weekly consistent calls. • While this initiative was undertaken in Cluster A, we have no reason to believe that these results should not generalize to our entire portfolio. TRANSITION • I want to talk about the overall process of collaborative selling and how it’s different than what we do today.
• #28: • With Geodon, when we changed from monthly to consistent weekly calls, we got a boost of 33% in NRx. Again this might have been on person calling or the whole LAT calling on the same day and then not again for four weeks. • With COX-2, we increased 10% with a shift from biweekly to weekly consistent calls. • While this initiative was undertaken in Cluster A, we have no reason to believe that these results should not generalize to our entire portfolio. TRANSITION • I want to talk about the overall process of collaborative selling and how it’s different than what we do today.
• #29: • With Geodon, when we changed from monthly to consistent weekly calls, we got a boost of 33% in NRx. Again this might have been on person calling or the whole LAT calling on the same day and then not again for four weeks. • With COX-2, we increased 10% with a shift from biweekly to weekly consistent calls. • While this initiative was undertaken in Cluster A, we have no reason to believe that these results should not generalize to our entire portfolio. TRANSITION • I want to talk about the overall process of collaborative selling and how it’s different than what we do today.
• #31: • With Geodon, when we changed from monthly to consistent weekly calls, we got a boost of 33% in NRx. Again this might have been on person calling or the whole LAT calling on the same day and then not again for four weeks. • With COX-2, we increased 10% with a shift from biweekly to weekly consistent calls. • While this initiative was undertaken in Cluster A, we have no reason to believe that these results should not generalize to our entire portfolio. TRANSITION • I want to talk about the overall process of collaborative selling and how it’s different than what we do today.