Organisational Changes Social Media Mat Phillips

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Social media and the pharmaceutical industry...Organisational change needed for success
Mat@neovoca.com

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Organisational Changes Social Media Mat Phillips

  1. 1. Digital Foundations Organisational changes needed for social media success Mat Phillips Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  2. 2. People, perspective & process… <ul><li>San Marco, Venice 2010 </li></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  3. 3. People, perspective & process… <ul><li>‘ The difficulty lies, not in the new ideas, but in escaping from the old ones…’ </li></ul><ul><li>-John Maynard Keynes </li></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  4. 4. Getting it right internally, first… Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  5. 5. 5 reasons not to jump into SM… <ul><li>Because: </li></ul><ul><li>‘ Facebook has 500M users’ </li></ul><ul><li>‘ there are 75M Twitter accounts’ </li></ul><ul><li>(0nly 15M are active BTW) </li></ul><ul><li>‘ my competitors have a YouTube Channel…’ </li></ul><ul><li>‘ my agency has some great ideas and a lot of experience in it…’ </li></ul><ul><li>‘ The marketing team are really keen …’ </li></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  6. 6. Social media – a game changer…really? Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  7. 7. Social media – a game changer…really? Q: If you were launching Viagra today, how much would you invest in Social Media?
  8. 8. Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com A:
  9. 9. 5 reasons why SM might be of value <ul><li>To help build trust </li></ul><ul><li>Humanise your company </li></ul><ul><li>To learn more about customers </li></ul><ul><li>To respond quickly to issues </li></ul><ul><li>To help shape policy </li></ul><ul><li>To provide customer facing teams with real-time information </li></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  10. 10. Imagine the possibilities… <ul><li>Vioxx </li></ul><ul><li>Northwick Park </li></ul><ul><li>HTA and pricing evolution </li></ul><ul><li>Trial recruiting </li></ul><ul><li>Enable patients to shape development strategy </li></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  11. 11. Imagine the possibilities… if you have a seat at the table… <ul><li>Vioxx </li></ul><ul><li>Northwick Park </li></ul><ul><li>HTA and pricing evolution </li></ul><ul><li>Trial recruiting </li></ul><ul><li>Enable patients to shape development strategy </li></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  12. 12. Digital Foundations Cornerstones Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com Leadership Governance Strategy Implementation
  13. 13. Leadership <ul><li>‘ When nothing is sure, </li></ul><ul><li>everything is possible…’ </li></ul>
  14. 14. Leadership <ul><li>‘ When nothing is sure, </li></ul><ul><li>everything is possible…’ </li></ul><ul><li>- Margaret Drabble </li></ul>
  15. 15. Captain Mainwaring on Social Media… <ul><li>‘’ I don’t want to know what people are having for breakfast! ’’ </li></ul><ul><li>‘’ If I want to contact someone I just pick up the phone…’’ </li></ul>
  16. 16. my personal favourite… <ul><li>‘’ If I feel ill, I go to the Doctor, not the internet…’’ </li></ul>
  17. 17. Leadership – the 7 deadly (SM) sins… <ul><li>lack of… </li></ul><ul><ul><li>Understanding </li></ul></ul><ul><ul><li>Commitment to a process </li></ul></ul><ul><ul><li>Sponsorship </li></ul></ul><ul><ul><li>Strategy </li></ul></ul><ul><ul><li>Investment </li></ul></ul><ul><ul><li>Integration </li></ul></ul><ul><ul><li>Continuous assessment </li></ul></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  18. 18. Leadership – the 7 deadly (SM) sins… <ul><li>lack of… </li></ul><ul><ul><li>Understanding </li></ul></ul><ul><ul><li>Commitment to a process </li></ul></ul><ul><ul><li>Sponsorship </li></ul></ul><ul><ul><li>Strategy </li></ul></ul><ul><ul><li>Investment </li></ul></ul><ul><ul><li>Integration </li></ul></ul><ul><ul><li>Continuous assessment </li></ul></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  19. 19. Leadership check list <ul><ul><li>Understanding </li></ul></ul><ul><ul><ul><li>Does the leadership team have a good understanding of SM? </li></ul></ul></ul><ul><ul><li>Commitment to a process </li></ul></ul><ul><ul><ul><li>Is there a programme in place to upgrade the organisation? </li></ul></ul></ul><ul><ul><li>Sponsorship </li></ul></ul><ul><ul><ul><li>Is there at least one senior champion prepared to drive an agenda? </li></ul></ul></ul><ul><ul><li>Strategy </li></ul></ul><ul><ul><ul><li>Has the strategic plan fully taken into account the new SM paradigm? </li></ul></ul></ul><ul><ul><li>Investment </li></ul></ul><ul><ul><ul><li>Is there sufficient time and human resource in place? </li></ul></ul></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  20. 20. Governance <ul><li>“ A computer lets you make more mistakes faster than any invention in human history-with the possible exceptions of handguns and tequila” </li></ul><ul><li>- Mitch Radcliffe </li></ul>
  21. 21. Medical Directors and social media… Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  22. 22. Governance - Separate the issues ! <ul><li>European Directive 2001/83/ EC </li></ul><ul><li>Medicines (Advertising) Regulations 1994 </li></ul><ul><li>Pharma cannot promote to patients </li></ul><ul><li>ABPI Code, EFPIA Code </li></ul><ul><li>Pharma is responsible for what it does and says </li></ul><ul><li>EU Law and MHRA requirements </li></ul><ul><li>Pharma is responsible for AE reporting </li></ul>Regulatory
  23. 23. Is a pharmaceutical company responsible for monitoring chat rooms and social media sites for AE reporting? <ul><li>MHRA jurisdiction – not ABPI. </li></ul><ul><li>MHRA: Marketing Authorisation Holders (MAHs) responsible for screening websites and areas of user-generated text on all their websites. </li></ul><ul><li>Usual PV reporting and monitoring timelines and standards apply. </li></ul><ul><li>Pharma not responsible for scanning the internet in order to find adverse event reports. </li></ul>What constitutes an adverse event online? ...Very few (less than 0.1%) could be a reportable AE.
  24. 24. Governance - Separate the issues ! <ul><li>Level of risk </li></ul><ul><li>Culture of organisation </li></ul><ul><li>Strategy </li></ul><ul><li>Intent </li></ul><ul><li>Moderation </li></ul><ul><li>Real time expectations </li></ul>Internal
  25. 25. and work through them… together <ul><li>Moderation? </li></ul><ul><li>Real-time review? </li></ul><ul><li>Analyse competitor actions </li></ul><ul><li>Agree limits </li></ul><ul><li>Listen to all stakeholders </li></ul><ul><li>Know what is happening… </li></ul>
  26. 26. Governance checklist <ul><li>Create the time for specific debate </li></ul><ul><ul><li>Map out scenarios </li></ul></ul><ul><ul><li>Is there a clear understanding of the issues ? </li></ul></ul><ul><ul><li>Build a cross-functional team and develop bespoke SOPs </li></ul></ul><ul><li>Document decision making process </li></ul><ul><ul><li>Be clear about the intent </li></ul></ul><ul><li>Use ‘soft’ launches to test ideas </li></ul><ul><li>Be prepared to act quickly </li></ul><ul><ul><li>Make sure of role clarity and accountability </li></ul></ul><ul><ul><li>Agree escalation procedure </li></ul></ul><ul><li>Train and embed learnings </li></ul>
  27. 27. Strategy <ul><li>‘’ The essence of strategy is that you must set limits on what you're trying to accomplish. ‘’ </li></ul><ul><li> - Michael Porter </li></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  28. 28. Strategy – some very basic questions <ul><li>Where are you now ? </li></ul><ul><li>Confused? Unsure? Intrigued? </li></ul><ul><li>Proficient? Improving? Learning? </li></ul><ul><li>Where do you want to be? </li></ul><ul><li>Leading? Following? Lagging? </li></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  29. 29. There are many strategic options… <ul><li>Corporate affairs </li></ul><ul><li>Professional communities </li></ul><ul><li>Advocacy </li></ul><ul><li>Patient recruitment </li></ul><ul><li>Employee engagement </li></ul><ul><li>Brand support </li></ul><ul><li>Medical Information </li></ul><ul><li>Medical education </li></ul>
  30. 30. Social Media & Business Strategy <ul><li>Social Media needs to be part of business strategy </li></ul><ul><li>Social is a philosophy and requires cultural alignment </li></ul><ul><li>Platforms and tools come much later! </li></ul><ul><li>Determine what do you want to achieve? </li></ul><ul><li>to listen ? </li></ul><ul><li>to ask questions? </li></ul><ul><li>to extend your contacts? </li></ul><ul><li>to humanise your company?! </li></ul><ul><li>to drive your existing contacts? </li></ul><ul><li>to sell your products or services? </li></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  31. 31. Social is a philosophy and requires cultural alignment… <ul><li>Dialogue and conversation </li></ul><ul><li>Open, honest and transparent in tone… </li></ul><ul><li>Contribute, don’t just take… </li></ul><ul><li>Can’t rely on data alone… </li></ul><ul><li>Be willing to listen and acknowledge mistakes </li></ul><ul><li>Be prepared to lose ‘control’ </li></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  32. 32. … and it can go wrong… <ul><li>March 2010 </li></ul><ul><li>Greenpeace campaign against Nestle’s use of palm oil, produce alternative video </li></ul><ul><li>Nestle try to remove from YouTube </li></ul><ul><li>Nestle remove all posts from Facebook that alter logo image </li></ul>
  33. 33. … and it can go wrong… <ul><li>March 2010 </li></ul><ul><li>Greenpeace campaign against Nestle’s use of palm oil, produce alternative video </li></ul><ul><li>Nestle try to remove from YouTube </li></ul><ul><li>Nestle remove all posts from Facebook that alter logo image </li></ul>Nestle's Facebook Page: How a Company Can Really Screw Up Social Media &quot;It's not OK for people to use altered versions of your logos, but it's OK for you to alter the face of Indonesian rainforests? Wow!
  34. 34. Strategy checklist <ul><li>Do you know what you want to achieve? </li></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  35. 35. Strategy checklist <ul><li>Do you know what you want to achieve? </li></ul>Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
  36. 36. Implementation <ul><li>‘’ We weren't the first to figure this out. But we do it better than everybody else.” </li></ul><ul><li>-Michael O’Leary </li></ul>
  37. 37. Implementation <ul><li>Do you know what you want to achieve? </li></ul>
  38. 38. Implementation <ul><li>Do you know what you want to achieve? </li></ul><ul><li>People </li></ul><ul><li>Skills </li></ul><ul><li>Role clarity </li></ul><ul><li>Collaboration and teamwork </li></ul><ul><li>Commitment and urgency </li></ul><ul><li>Sponsorship </li></ul><ul><li>Communication to all organisation </li></ul>
  39. 39. Implementation <ul><li>Do you know what you want to achieve? </li></ul><ul><li>Perspective </li></ul><ul><li>Cultural alignment </li></ul><ul><li>Level of acceptable risk </li></ul><ul><li>Realistic goals </li></ul><ul><li>Measurable benchmarks </li></ul><ul><li>Contingency </li></ul><ul><li>Integration </li></ul>
  40. 40. Implementation <ul><li>Do you know what you want to achieve? </li></ul><ul><li>Process </li></ul><ul><li>Planning </li></ul><ul><li>Customer research </li></ul><ul><li>Approval and review </li></ul><ul><li>Procurement and agency knowledge </li></ul><ul><li>Success criteria and monitoring </li></ul><ul><li>Project management </li></ul>
  41. 41. Implementation <ul><li>Do you know what you want to achieve? </li></ul><ul><li>Process </li></ul><ul><li>Planning </li></ul><ul><li>Customer research </li></ul><ul><li>Approval and review </li></ul><ul><li>Procurement and agency knowledge </li></ul><ul><li>Success criteria and monitoring </li></ul><ul><li>Project management </li></ul>Now you can think about platforms!
  42. 42. Digital Foundations – Social Media <ul><li>Leadership </li></ul><ul><li>Strategy </li></ul><ul><li>Governance </li></ul><ul><li>Implementation </li></ul>
  43. 43. Digital Foundations Organisational changes needed for social media success Mat Phillips http://uk.linkedin.com/pub/mat-phillips/1/b53/254 @neovoca

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