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The Facilitation Impact Awards (FIA) honours organisations that have used facilitation to achieve a measurable and positive impact as well as the facilitator(s) who worked with them. More about FIA
Silver award
Roche AB
Solna, Sweden

Transformation at Roche Sweden


Nine internal facilitators “influencers” fully acting as role models for agile behaviors and mindset.

Survey scores showing high transformation engagement – 79% understood reason for the transformation and 40% applied to be a part of an organizational design sprint.

External co-creation with stakeholders is now a natural part of the culture e.g. over 40 employees have facilitated external co-creation events which is a 5 fold increase compared to 2018.

Internal processes have been taken away or reduced e.g. a transformed Business Plan Process.

Updated team collaboration structure, management team transformed to enabling team.

New operating model co-created with the organization and staffed within 8 weeks thanks to the improved mindset and behaviours and strong facilitation skills.

Context and challenges

Roche AB in Stockholm is a pharmaceutical company with around 106 people at the site. At the end of 2018 Roche AB was an organization which was not agile enough to create the most value to our external environment – for example, Swedish Healthcare. To develop the organization, we initiated the Transformation at Roche Sweden project. The project started by establishing a transformation office with two transformation leads with support from an external facilitator.

Project objectives

The overarching goal of the project was to transform the mindset and behaviours of Roche AB employees to deliver better outcomes to more patients faster. The key objectives were:

  1. Create and make progress on our key agile balances: external focus over internal focus, good enough over perfectionism, speed over process and teaming over silos.
  2. Facilitate high engagement for the transformation by recruiting a team of internal facilitators, “influencers”, to be role models and, together with the management team, facilitate the transformation.


Facilitation was the driving practice behind this project. In the first phase, the transformation office and the external facilitator facilitated 6 full-day workshops with the influencers. The influencers and later other parts of the organization used facilitation methods in sprints and workshops. In the second phase, through a facilitated design team process, the new operating model was created. During this process two design teams were established with two team leads and three external facilitators. They performed three sprints using agile and innovative methods. The proposed model was finalized by the Enabling Team during facilitated workshops.


Facilitation education at Roche


Transformation kick-off with influencers and Enabling Team


Transformation Leads sharing learnings