Communications Excellence:Optimizing Group Structure & Operations                             1              Copyright © B...
Table of Contents               Table of Contents                                                    TOC Continued•Project...
Optimizing Structure Involves Integrated Practices & ApproachesThere are no perfect structures. “Form follows function.” N...
Universe of Learning: Internal & External Communications BenchmarkResearch ParticipantsParticipants in this benchmarking r...
Most Benchmark Partners Provided Insights for Both Internal& External CommunicationsMost research participants work in lea...
External Communications Favors Assigning Staff 100 % ToCustomer; Assigning on Fractional Basis Seen as IneffectiveExternal...
External Communications Outsources 9% of WW Employees on AverageTo reduce costs, the pharma sector has gradually increased...
Integrating Internal, External Communications Puts GroupsOn the Same Page One external communications leader sees her grou...
Pharma Internal Communications See Email, Intranet as CriticalInternal Communications in pharma, like other industries, vi...
About Best Practices LLCBest Practices, LLC is a research and consulting firm that conducts work based on thesimple yet pr...
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Communications Excellence Report Summary

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Report Summary--Communications Excellence: Optimizing Group Structure & Operations. Contact me to view the full report.

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Communications Excellence Report Summary

  1. 1. Communications Excellence:Optimizing Group Structure & Operations 1 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  2. 2. Table of Contents Table of Contents TOC Continued•Project Blueprint- pg. 3•Executive Summary: Benchmark Insights and Research •External Communications Group Services: Trends In Service Levels & Key Priorities- pg. 56Group- pg. 4 •Internal Communications Service Levels: Trends In•External Communications Group Structures: Key Trends Activities That Inform the Enterprise- pg. 75& Drivers of Sub-group Evolution- pg. 13 •Building Bridges: Working with Colleagues- pg. 84•Internal Communications Group Structures: Key Trends •Working Effectively in The Integrated Pharmaceutical& Drivers of Sub-group Evolution- pg. 24 Network: Forging Accountability and Clear Roles Among External Partners- pg. 91•Internal and External Communications Group Models •Communicating the Value of Communications In aand Structures- pg. 33 Global Bio-Pharma Company- pg. 96•External Communications Group Resource •Contact Information- pg. 101Benchmarks: Key Staffing and Investment Trend- pg. 42•Internal Communications Group Resource Benchmarks:Key Staffing and Investment Trends - pg. 51 Page - 2 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  3. 3. Optimizing Structure Involves Integrated Practices & ApproachesThere are no perfect structures. “Form follows function.” New market pressures andlifecycle events compel structures to evolve. Optimizing structure reflects the integratedmanagement of units, people, process, technology, communications, incentives and othermanagement factors. 10. Assess 1. Realign to Performance, Support New “No institution can Refine & Corporate Continuously Goals, possibly survive if it 9. Optimize Improve Strategies Learning to 2. Fine-tune needs geniuses or Enhance Internal Group Performance Structure supermen to manage it. Communications: It must be organized in 8. Manage / Evolving Structure to 3. Establish Service Coordinate Roles such a way as to be for a Fully Integrated Stay Relevant to Levels to Reflect Pharmaceutical Changing Goals, Priorities & Resources able to get along under Network Strategies 4. Integrate a leadership composed 7. Drive Long-Term Operations to Priorities & Respond Bridge BU’s, of average human to Ad Hoc Issues 6. Refine 5. Use Geographies & Talent Funding / Sub-Groups beings.” Management Budgeting Strategies & Process to -Peter Drucker Systems to Fit Reaffirm New Structure Alignments Page - 3 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  4. 4. Universe of Learning: Internal & External Communications BenchmarkResearch ParticipantsParticipants in this benchmarking research included 39 Communications executives andmanagers at 33 leading companies from bio-pharmaceutical, healthcare and otherindustry segments. Page - 4 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  5. 5. Most Benchmark Partners Provided Insights for Both Internal& External CommunicationsMost research participants work in leadership roles in the Communications function andthus were able to answer for both Internal and External Communications. Q2. Please note for which groups you are able to respond. Total Benchmark Class Pharma Segment Both Internal and Both Internal and External 59% External 58% Communications Communications External External 23% 24% Communications Communications Internal Internal 18% 18% Communications Communications % of Companies % of Companies (n=39) (n=33) Page - 5 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  6. 6. External Communications Favors Assigning Staff 100 % ToCustomer; Assigning on Fractional Basis Seen as IneffectiveExternal Communications leaders across all industries rate two staffing approaches asthe most effective: Assigning Staff 100% to a customer and centrally locating staff. Otherstaffing approaches produce mixed results, and assigning on a small fractional basis isdiscouraged. Q7. Customer-focus Tactics: Rate the effectiveness of different staffing approaches for serving internal customers. Total Benchmark Class Highly Somewhat Somewhat Highly Total Neutral Effective Effective Ineffective Ineffective Effective Customer-focused Staff Specialists: Assign staff 100% 41% 37% 11% 7% 4% 78% to the customer or unit they serve Centrally Locate External Communications Staff: Locate staff at headquarters or a central location to 28% 38% 17% 17% 0% 66% build skills among the sub-group or function. Co-locate Staff With Customers: Placing staff on site 23% 42% 27% 8% 0% 65% with the customers/units they serve. Issue-focused Staff Specialists: Assign staff 100% to 25% 36% 36% 4% 0% 61% an issue / topic Matrix-oriented Staff Specialist: Assign staff issue specialist to cover multiple customers, therapeutic 15% 38% 19% 19% 8% 53% areas or units. Shared Service: External Communications members serve multiple customers / business units on a 18% 18% 29% 29% 7% 36% fractional basis. Analysis Note: “Total Effective”= sum of highly and somewhat effective. Green highlights effectiveness ratings that surpass a (n=26) 55% aggregate scoring threshold. Page - 6 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  7. 7. External Communications Outsources 9% of WW Employees on AverageTo reduce costs, the pharma sector has gradually increased outsourcing levels for ExternalCommunications staff. The function’s global outsourced staff now ranges between 0-15% witha 9% average. Meanwhile, U.S.-based Ex Comm groups now outsource from 0-28% of staffwith 19% the average. The higher U.S. outsourcing level seems logical considering high laborcosts. 19. Internal FTE % Vs. Outsourced FTEs %: What percentage of your External Communication employees are internal or outsourced? (total sums to 100% For Each Geography) Pharma Segment 25th Percentile Average 75th Percentile All External Communication Employees Worldwide - Company 85.0% 90.9% 100.0% Employed % All External Communication Employees Worldwide - 0.0% 9.1% 15.0% Outsourcer Employed % Number of U.S. Based External Communication Employees - 72.5% 80.9% 100.0% Company Employed % Number of U.S. Based External Communication Employees - 0.0% 19.1% 27.5% Outsourcer Employed % (n=17) Page - 7 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  8. 8. Integrating Internal, External Communications Puts GroupsOn the Same Page One external communications leader sees her group working much more closely with internal communications going forward. “We’re leaning more toward an integrated group. Our VP is Integrate Teams to Increase Effectiveness responsible for internal external and The old tools are not going to just PR to support the business and our keep working in this environment. products. We’re all housed here on I don’t see people changing their the same floor and in the same structure, I see how we work together area. Increasingly we’re looking at a as a group, changing in order to maximize more integrated planning process efficiencies and resources. for external and internal We have a senior person and then the communications to make sure that day-to-day person. Not looking so much plans are holistic—to make sure as changing that but maybe changing the roles of how you work together. they are leveraging synergies. I think increasingly it’s probably going to be resource and cost effective.” - Director, Product Communications Page - 8 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  9. 9. Pharma Internal Communications See Email, Intranet as CriticalInternal Communications in pharma, like other industries, views email and intranet ascritical communication tools for reaching employees. While more accepting of newtechnologies such as internal blogs and podcasts, pharma still has not embraced them asimportant tools, but that will change – albeit slowly – as comfort levels rise. Q43. Services Impact: Rate the importance of various key Internal Communications- specific communication channels directed at your companys workforce. Pharma Segment Highly Not Very Total Important Neutral No Value Important Important Importance E-mail Announcements 42% 50% 8% 0% 0% 92% Intranet Releases 25% 67% 8% 0% 0% 92% Company Video Announcements 0% 64% 18% 9% 9% 64% Town Hall Discussions 42% 17% 17% 17% 8% 58% Other channels 0% 27% 64% 9% 0% 27% Internal Blogs 0% 25% 42% 25% 8% 25% Podcasts Announcements 8% 8% 42% 25% 17% 17% Company TV Station Broadcasts 0% 17% 33% 17% 33% 17% Voicemail Announcements 0% 17% 50% 25% 8% 17% (n=12) Page - 9 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  10. 10. About Best Practices LLCBest Practices, LLC is a research and consulting firm that conducts work based on thesimple yet profound principle that organizations can chart a course to superior economicperformance by studying the best business practices, operating tactics and winningstrategies of world-class companies. Best Practices, LLC 6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517 www.best-in-class.com bestpractices@best-in-class.com Telephone: 919-403-0251 Page - 10 Copyright © Best Practices®, LLC BEST PRACTICES,® LLC
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