In the long dark days of another lockdown it’s easy to become pessimistic. There’s a danger that we fall victim to recency bias, giving all our attention to the mounting death toll, economic damage, and mental health impact rather than the historical evidence that people have managed to survive far greater crises than Covid-19 and gone on, not just to survive, but to thrive.
A trip out with my 77 year old mother isn’t normally the best way to stimulate any positivity, but this week I took her to get her vaccine. During the journey through the snow, and suffering constant moans about my driving skills, it got me thinking about how the pandemic could unleash a new wave of creative disruption. If we let it.
Bear with me whilst I connect some dots.
The publication of the genetic sequence of COVID-19 in early January 2020 triggered the mobilisation of an international response to find a vaccine. The fast tracking of clinical trials and regulatory processes have achieved in less than 12 months what conventionally takes more than ten years.
Anne White highlights some lessons we should take from this:
More collaboration. In nearly every case, meaningful progress against Covid-19 has been the result of multiple organisations working together with a unified mission.
Rethinking user research. Social distancing measures and the lockdowns could have been a barrier to clinical trials (participants couldn’t travel nor could you go to their home) , but the use of new technology and thinking differently about user engagement meant a wider, more geographically diverse, set of participants could be reached.
Better integration of digital technologies. Existing and readily available technology — video conferencing and chat apps for instance — were used to engage participants and share results. Data analytics were used to speed up vaccine development by enabling more efficient design of experiments and by creating rapid-scale production rollout processes.
Three things: collaboration, user research, digital tech as an accelerant of learning. This should be used as Innovation 101 for all our organisations going forward.
Great Wyrley, a village in South Staffordshire, England is where the tireless work of AstraZeneca, arguably the most innovative pharma company in the world, meets my mother.
It doesn’t start well. For some reason mum wants her vaccination done in Stafford “just like my friends have done”. I explain that she doesn’t have that option, it’s the same vaccine, and there’s an appointment closer to her anyway. We have to abort the journey to the first appointment because of the weather — or rather my mums hysterical reaction to my driving in the snow.
Not a problem, we’ll just phone up and rearrange.
Except — there’s no phone number listed online or any option to let anyone know you can’t attend.
However, rebooking is easy, and we get a slot the next day. Arriving on time we find that the Chemist shop where the the vaccination appointment is booked isn’t actually where it takes place. It’s just over the road at the community centre. Not a big deal you might think, but you’re not my mum, who huffs and puffs as she makes her way through the snow, nearly falling over in the process.
“Best injection I’ve ever had!” she says as she gets back in the car. I’ve had quite a few injections over the past couple of years, I think to myself, but I’d never imagined ranking them.
On the way back home, mum repeatedly goes over why the appointment notification said it was at the chemist rather than the community centre. This seemingly innocuous detail seems to have riled her. “It’s stupid…just a complete waste of the chemists time to keep having to tell people that they are in the wrong place and to go over the road”. I’d never thought of my mother as a budding service designer.
Later that day, she gets a call from her GP asking her whether she’s had her vaccine as they have some available. “Don’t they know I’ve already had it, surely they’d know that.” she says.
“It’s just that they are trying to do this quickly, it’s not perfect. You’ve had your vaccine, that’s all that matters “ — I tell her.
At the time of writing 7.5 million people in the UK have had their first jab. That’s in just over a month from a standing start — a magnificent feat achieved through a network of pharma, health workers, local businesses, community centres and volunteers all working together.
When I had my jab a couple of days later at a local church the number of people involved was astonishing, but I was in and out in under 6 minutes.
What’s my point here?
If we’d followed a conventional big transformation/change/consultancy approach to vaccine development and deployment we’d be getting our jabs sometime around the middle of 2033.
The burning platform of COVID has brought multiple actors together with a range of diverse skills to solve problems that didn’t exist just over a year ago.
Surely you need to review the timescales of your latest change programme based upon that?
Yes, it isn’t perfect. The technology isn’t joined up, the tracing system doesn’t work brilliantly, the communication is abysmal at times.
And yes, my mum was told to go to the bloody chemist instead of the community centre.
But people will be forgiving of a bit of poor design — if they get the outcome they need.
A new era of creative disruption?
Yes — if we change our behaviour.
The question is, can your organisation draw on the lessons of the pandemic to forge a more effective partnership with your customers and stakeholders?
Can you deploy new thinking and research methods that develop in weeks rather than years?
Can you use this new found intelligence to improve business as usual and help your company mobilise quickly when faced with the next , inevitable, crisis?
Or will you go back to the comfortable world of five year business plans? Thinking we can somehow predict, or even control the future.
It’s our choice, for the moment.
Originally published at http://paulitaylor.com on January 29, 2021.