Enterprise thinking is a muscle. The concept — 360° — asked leaders to stop seeing problems from a single angle.
The Challenge
Novartis needed its top leaders — commercial, medical, strategy — to stop optimising for their own function and start making decisions for the enterprise. A 3-day meeting had to do more than inspire: it had to change how people weigh trade-offs back at the desk.
The risk of these events is real talk gets replaced with polished talk. Leaders leave agreeing in principle and behaving the same in practice.
The Solution
Three days built around a single metaphor: 360°. Every session — keynote, workshop, networking — was designed to force a change of vantage point. Leaders couldn't solve the problem in front of them without first standing somewhere else.
Two purpose-built experiences anchored the programme. POV used zoom photography to make the point visceral in seconds. PHARMOPOLOY turned the room into competing pharma companies and made leaders live with the consequences of their own resource calls.
Rigorous enough to respect a pharma audience. Playful enough to land with them.
The Anchors
A zoom-photography opener where leaders saw an extreme close-up and had to name what they were looking at. The reveal, a beat later, was almost always something other than what they guessed.
The point landed before a word was said: what you see depends entirely on where you're standing. From there, every workshop pushed leaders to seek a second, third, fourth POV before committing to an answer.
A bespoke business simulation where teams became competing pharma companies. Every round forced trade-offs between pipeline, people, patients and profit — the exact tensions leaders navigate in the day job, compressed and made visible.
Decisions played out on a shared board. Function-first thinking lost. Enterprise-first thinking won. The debrief wasn't abstract — leaders could point to the moment their choice cost their team a quarter.
The impact