パイロットの成功を実感した経営陣は全社レベルでアジャイル組織へと変革することを決定しました。そして、トライブ・スクワッド)を立ち上げ、スクラムの手法を日常業務として実践しています。そして変化し続ける事業環境に今後も柔軟かつ素早く対応する為、四半期ごとに事業を振り返り、優先事項を決め、組織の全員が優先事項を理解できるよう、会社全体と各部門のOKR（Objectives and Key Results、目標と成果指標）を設定するプロセスも導入、実施しています。
To deliver innovative medicines and vaccines, and maximize value to patients and customers in Japan
~ A Global Pharmaceutical Company hasTransformed into an Agile Organization. ~
MSD Japan transformed into an Agile organization in January 2020, aiming to ensure that we continue to deliver innovative medicines and vaccines, and maximize value to customers in Japan amid a rapidly changing healthcare environment. MSD Japan embraced Agile on an enterprise level for the first time in MSD’s global network where Agile has been implemented on a team/department level in several countries. As far as we know, we are also the first in the pharmaceutical industry in Japan to apply Agile on an enterprise level.
Process towards becoming Agile MSD
We took an Agile approach of “starting small and producing a result” in our transformation. We first adopted Agile in November 2018 as a pilot project with insomnia, one of the key therapeutic areas at our company. Then, we decided to expand this working style to the entire Primary Care Marketing organization in June 2019.
We experienced successful results, such as increased efficiency in decision making and overall performance, increased employee engagement, and customer satisfaction.
Scrum Master Journey
As a part of Agile transformation, MSD also focused on developing own Scrum Masters and found talent within. Scrum Masters have started this journey from non-Agile background and will be sharing their stories.
Based on the success from the pilot phase, we decided to transform into an Agile organization on an enterprise level.
In designing the new organization, we placed the utmost focus on how we can maximize value for our customers and patients. The Agile organization at MSD Japan consists of cross-functional “Tribes/Squads” that operate by common objective and “Chapters” formed by expertise.
We also conduct business review and set priorities on a quarterly basis to stay flexible and nimble in the changing business environment. OKR (Objectives and Key Results) for the company as well as all departments are transparently shared so that everyone in the organization understands priorities.
Agile ways of working enabled us to operate with minimal disruption to business amid COVID-19. In 2Q2020, we launched “Remote Working Squad” dedicated to support a seamless working environment for employees in teleworking.
We also refocused our priority to remote engagement for our customers, so as to maximize customer value. All this was possible because we have already been in the “Agile mode” that allowed us to respond to changes more flexibly by making decisions and revisiting priorities and resource allocation.
As we mature and move onto Year Two as an Agile organization in 2021, we will constantly reflect how we can improve to realize our vision to “Become the leading company at the forefront of science and healthcare. Everything for patients.”