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