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"Avoid Silo Mentality" (Commercial Harmonization Project)


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It's extremely critical that corporations be on the lookout for the "silo monster' can destroy all types of business. I put together a brief presentation on how to build a "Harmonization Project" that gets results! Enjoy!

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"Avoid Silo Mentality" (Commercial Harmonization Project)

  2. 2. AVOID “SILO MENTALITY” Commercial “Harmonization Project”
  3. 3. SO “WHAT’S THE PROBLEM”? Whether it’s big “Corporate America” or small “Mom & Pop” business whichever you find yourself in chances are you’ve been a victim or culprit of “Silo Mentality”, which can ruin any size company. You find this (“Silo Mentality”) often times between “Sales” & “Marketing”, however, this is becoming more rampant across all sectors of business and this “Morale Virus” has to be nipped in the bud quickly. There are reasons why “Silo Mentality” occurs in organizations…some of which are the fault of the organization: • Company endorses aggressive competition without organized boundaries. • Employees never feel valued which breeds resentment that festers to “Turf War”. • “My position is more valued than yours” mentality (e.g. Sales & Marketing Wars). • “Teamwork” is a company cliché’…..not a focused competency or organized mission. • Senior Management in company preaches “Transparency”….but doesn’t practice it. 3
  4. 4. OBJECTIVE Corporate Senior Leadership “Buy In” is a must. Building a “Collaborative” corporate environment is a “culture change” for many companies, and without leadership acceptance any “Harmonization Project” with good intentions will FAIL. Immediate steps to take: • Build a “Nucleus” leadership team that represents each business sector as this will help further lay the groundwork for internal “buy in” of the Harmonization Project. Directors/VP’s from each sector should be selected. • “Messaging” & “Vision” 1st task to be built and should be consistent across company(s) and product brands • Leadership team will “work together” to build/implement a collaborative/team process for all “Commercial Assets” (e.g. marketing, brand, sales, operations, HR etc) • Identify and improve existing stand alone processes and “Commercial Strategies” where leveraging key resources align with corporate strategy. • Implement a selected PM to keep everyone on task and due date accountability 4
  6. 6. “HARMONIZATION PROJECT” (COMMERCIAL STRATEGIES REVIEW) Interim Process: • Review all existing brand strategies • Make correlation partnership decisions that make the most sense • Identify gaps where there is minimal collaboration/ efficiencies • • Look for duplication and leverage efficiencies • Retrospective Process: • Agree on where “Commercial” SOP’s/Guidelines are necessary • Build a “Corporate Resources Plan” that identifies roles & responsibilities Build and maintain a “Governance” process that is build on communication, partne rship, accountability and empowerment Build “Cross Collaboration” teams that develop, and inspire internal talent to work together Long-Term Process/Goal: • Build a “Commercial Centers of Excellence” that is the model for Company X • Construct “Corporate Competency” model that incorporates the new collaborative processes • Generate “Morale incentives” (e.g. collaborative team awards, add to corporate website innovative collaborative ideas that capture team/work assignment spirit) • Incorporate consistent senior leadership communication that reinforces transparency 6
  7. 7. “HARMONIZATION PROJECT” (COMMERCIAL STRATEGIES REVIEW) INTERIM PROCESS TACTICAL EXAMPLES • Reviewing “ Product Brand Strategies” will help identify gaps in input from key internal stakeholders (e.g. sales, marketing, regulatory/compliance, forecasting/finance, project management etc). • All brands will “cross collaborate” for resource leveraging and product reviewing processes. Look for opportunities to be more efficient (e.g. regulatory/compliance process, vendor management, brand strategy development, “Cross Training” of brands, etc) • Review and identify gaps in communication and collaboration among Sales, Marketing, Training, Regulatory/Compliance. In addition, capture “Best Practices” share and leverage across ALL brands. Full transparency…limit “silo mentality”. • Develop SOP’s/Guidelines that remove duplications where it’s not efficient and it’s costly (e.g. multiple vendor resources, meetings without purpose or action steps). • Identify current projects within the “Commercial Business” that have no completion dates or outcome metrics tied to it….these projects are resource consuming and not “Economically Productive. 7
  8. 8. “HARMONIZATION PROJECT” (COMMERCIAL STRATEGIES REVIEW) RETROSPECTIVE PROCESS TACTICAL EXAMPLES • Drawing up a “Corporate Resource Tree” will keep everyone knowledgeable & aware of what/who/where the resources are located for leverage/collaboration needs. • Building “Governance” around collaboration, accountability, ownership in everything we do (e.g. meeting preparations, brand planning, sales execution, regulatory/complianc review process, forecasting, and budgeting). Every project/initiative will have one person responsible for the “Governance”. • “Cross Collaboration Training” means there will be one day out of the month where each department internally (e.g. Marketing, Sales, IT, Regulatory/Compliance, Legal, Sales Operations) will provide an update to everyone in Company X their order of business. This will create more unity. • The overall “Company Competency Model” (if there’s one in place) should be overhauled to include these new dynamics or re-built from bottom up. 8
  9. 9. “HARMONIZATION PROJECT” (COMMERCIAL STRATEGIES REVIEW) LONG TERM PROCESS/GOAL TACTICAL EXAMPLES • By the end of project you should have built processes for “Collaboration”, “Brand Planning”, “Internal Governance”, “Business Efficiencies”, and importantly “Communication”. • The goal will NOT to be like other companies, but, build processes that look at our businesses differently and leverage our own internal resources that make sense for our business. • The goal is to push for Company X to be “Centers of Excellence” proficient with the objective of having 1st class processes. • Successful metrics/results of this Commercial “Harmonization Project” will be limited to NO more “silo mentality”, a “competitive force” within our industry marketplace, and a place where people want to come to work and learn from each other (e.g. this can be captured by employee feedback metrics, which we can lead by example by demonstrating accountability) 9
  10. 10. “HARMONIZATION PROJECT” (COMMERCIAL STRATEGIES REVIEW) WHAT DOES SUCCESS LOOK LIKE? Impact of Poorly Executed Plan Impact of Well Executed Plan Limited, Silo Open, Collaborative, Ongoing Organizational Synergy Performance “silos” Aligned priorities Employee Accountability The “blame game” Ownership of results Quality of Communication