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©2014 MFMER | slide-
Convergence of Internal and External
Communications at Mayo Clinic
Lee Aase & Annie Burt
IABC Convergence Summit 2016
#IABCMNSummit
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Background:

External Relations Evolution (2000-2008)
• 2000-2005
• Media Relations fragmented across three sites
• Medical Edge syndicated TV, Radio, Print
• 2005 - External Relations Division was created
• First podcast and beginning “new media”
experimentation with syndication team
• Media Relations fragmentation worsens
• National (External Relations)
• Local (MN Communications, AZ, FL)
• Research Communication team created
4
External Relations Evolution (2008-2014)
• 2008 - 2009
• Added managers for Enterprise Media Relations and
Research Communications
• Significant social media advances, including News
Blog, Podcast Blog, Sharing Mayo Clinic
• 2010-2014
• Created Mayo Clinic Center for Social Media and
added a manager for Syndication/Social Media
• Began Developing Mayo Clinic News Network as
online newsroom and brand journalism hub
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A few problems in our old world
• Interim leadership created a feeling of instability
• Varying work/life balance practices across teams
• Silo’d groups made teams small and hard to back up
• Matrixed reporting relationships = role confusion
• Professional development opportunities were lacking
• Teams removed from decision-making
• Collaboration was harder than it should be
• Difficulty building cross-team relationships
9
Lack of Processes
• Inconsistent or under-developed processes in key areas:
• Content management
• Story idea pitching and sharing
• News delivery
• Publication coordination
• Executive outreach
10
Development
Communications
• Strategic communications consultation
to Development
• Messaging, content and communications
products and services to elevate
fundraising
• Communications operations and
processes to support Development
Operations
• Department leadership and coordination
• AZ and FL public affairs leaders
• Administrative assistant support
• Financial and analytic support
• Project management and process
improvement
Institutional
Communications
• Enterprise-wide internal
communications
• Internal news delivery
• Leadership communications
• Internal communications
consultation and best practices
Our old world
Arizona
• Site based communications functions;
report locally
Florida
• Site based communications functions;
report locally
11
Marketing
• Brand Building – increasing awareness and
preference
• Digital ecosystem (internet, social mobile,
search, video)
• US, international demand generation
• Audience-specific marketing (medical
professionals, diverse audiences)
• Marketing analytics, research and insights
• Product development
• Customer loyalty and experience
Our old world
Government Relations
• Engagement and advocacy with
government and other authorities
• Proactive regulatory and public
policy advocacy
• Issue assessment
• Public policy objective development
Mayo Clinic Health
System
• Strategic communications consultation
• Support system level initiatives
• Diffuse information across Mayo Clinic
Health System
• Interface with communications and
business functions across locations
12
External Relations
• Media relations
• Social media
• Public Affairs/ Research
• Executive outreach
• Issue management
Community Engagement
• Community impact contributions
• Direct Community Health Needs Assessment
(CHNA), Enterprise Corporate Social
Responsibility initiative
• Inclusive community relationships - volunteers,
nonprofits, schools/educational institutions,
foundations, ethnic and underserved
populations
• Destination Medical Center
Brand Management
• Brand management
• Internal brand education
• Brand management
consultation
Our old world
13
Department Chair
Medical Director
Market Research
& Analytics
• Market Research
• Market Insights
• Market Analytics
• Business Vision, Strategy, and Planning
• External Partnerships and Relationships
• Executive Level Leadership
• Strategic Initiatives
• Trusted and Affordable Campaign
• Brand Presence and Consumer Engagement
• BOT/BOG initiatives
Marketing
• Specialty Care
Demand Generation
• Product Teams
Communications
• Internal
• Media Relations
• Social Media
• Practice, Research,
Education
• Leadership Comm
• Development
• Executive Outreach
• Client Services
• Development
Creative Media
• Brand Design
• Digital & User
Experience Design
• Experiential Design
• Scientific and Medical
Visuals
Community
Health
• Community
Engagement
• Community Care
• MCHS
• DMC
Government/

Policy
• Policy
• Lobbying
• Federal, State
and Local
• Operations Manager
• Admin Assistants, Budget, Facilities, Equipment
Our new vision
Consolidate with other
related units. Phased
integration may extend
into early 2015.
Consolidate within
Planning Services
ECH, community and
population health,
community activities,
Midwest integration
Reallocate and
supplement staff to
support institutional
priorities
Consolidate Internal,
External and
Development
communications
Increase focus on
policy
• Arizona Site Administrator
• Florida Site Administrator
14
Public Affairs
Chris Gade
Interim 

Administrative Chair
John T. Wald, M.D.
Medical Director
Public Affairs and
Marketing
Senior
Administrator
Arizona
Breeann
Adleman
Senior
Administrator
Florida
Jill Chandor
Community Public Affairs
Joe O’Keefe
Interim Division Chair
Marketing
Adam Brase
Division Chair
Communications
Amy Davis
Division Chair
Creative Media
Bob Morreale
Division Chair
Policy and Advocacy
Kathleen Harrington
Division Chair
• Digital Content Marketing
• Channel Marketing
• Consumer Driven
Healthcare
• Clinical Services
• GBS Products and
Services

















• Brand and Identity
Design
• Digital Design
• Experience Design
• Medical and Science
Visuals











• Development
Communications
• Media Relations
• News and News Delivery
• Practice
Communications
• Research and Education
Communications
• Social and Digital
Innovation
• Staff Engagement
Communications
Senior Administrators:
single point of contact for
site leaders, leverage
enterprise resources and
staff to meet local needs
• Policy
• Advocacy/Thought
Leadership
• Lobbying: Federal, State
and Local
• CSR














• Community Engagement
• Community Benefit
• MCHS Public Affairs
• Community
communications and
marketing
• Mayo Model of
Community Care











Operations
Amy Davis
Genae Morris
Lizann Williams
15
Communications Shared Services
• Consultation from communications professional on communications best practices
• News distribution via enterprise communications vehicles
• News Center (intranet home page)
• News Network, news releases and targeted pitching to journalists
• Social media channels
• Digital and print publications (This Week at Mayo Clinic, Supervisor publications,
Scope, Mayo Clinic Magazine, Inside Mayo Clinic Research, Discovery’s Edge, etc.)
• Leadership meetings and messages
• Crisis and issues management communications
• Media inquiries responses and triaging (77) 4-5500
• Internal and external news story ideas (newsdesk@mayo.edu)
• Social media consultations or post requests (or email socialmediacenter@mayo.edu)
• Self-service tools (Public Affairs intranet page)
16
Dedicated Support
• Aligned with Mayo Clinic strategic priority areas
• Partner with internal clients
• Build communications strategies and plans to support business
plans and objectives
• Plan, drive, implement, monitor, measure and refine
• Implementation often shared between Communications and
client
• Provide ongoing strategic communications and guidance on
appropriate tools, tactics and outcome
• Develop high level messaging in alignment with Mayo Clinic core/
brand messaging and Mayo’s mission/values
• Understand and promote Mayo’s differentiators
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18
Lesson #1: Common priorities, mission, strategy
19
Mission
The Division of Communications tells stories and
uses strategic communications to advance Mayo
Clinic’s mission and top strategic priorities.
20
3 Main Objectives
1. Increase staff engagement
• Metric: All Staff survey
2. Increase brand strength and relevance
• Metrics: brand monitor, share of voice, share of
social media buzz
3. Support Mayo Clinic’s demand generation and
philanthropic activities
• Metrics: # of new patients, payer mix, benefactor
gifts
21
Communications Division Objectives
Transform

the Practice
Achieve Operational

Excellence
Expand

Our Reach
PEOPLEPROCESSESOUTCOMES
GOALS
Deliver Highest-Value Care to

Be Most Trusted and Affordable
Achieve Mission-Advancing

Financial Performance
Invest in Talent and Technology
Increase Mayo Clinic staff engagement
Increase Mayo Clinic’s brand strength and
relevance
Support Mayo Clinic’s demand 

generation activities
22
Lesson #2: Input, Expectations, Accountability
23
Staff feedback directly to division leader
• Assignments
• Most people in right seats,
people enjoy their
colleagues and teams
• Top priorities
• Advocate with leadership
• Priorities, clear direction
• Advance organizational
structure
• Bring teams together
• Get to know each other
• What’s Working Well
• Strong sense of
collaboration in division
• Great staff, experts in their
fields, sense of camaraderie
• Issues and crisis
communications system
• Internal news desk
• Daily leads
• Health minutes
• News Network
• Social media center
24
Opportunities for Improvement (staff feedback)
• Need focus, priorities, ability to
say no
• Integrate media and social
teams
• Relationship with other divisions
• Bring everyone in single space
• Integrate news network with
media team
• Update processes, systems
• All locations not integrated
• More professional development
• Ability for timely updates on
internet
• Rethink client support
• Too many media beats
• More metrics and focus on
journalist side of news network
• Time to be proactive
• Umbrella and core messaging
25
Creating our Communications Division Culture
• One team supporting Mayo Clinic
• Single division all contributing to what is best for Mayo
Clinic
• All of our division colleagues are our teammates,
regardless of previous division boundaries
• Our culture reflects Mayo’s values, mutual respect,
courtesy, collaboration and trust
• Assume colleagues’ good intent
26
Creating our Communications Division Culture
• Expectations of division leadership team
• Commitment to people
• We will be transparent and honest with good
information…and bad
• Consistent, shared management approach
• Welcome conversations with “open door” policy
• Help with workload prioritization and we will help you
say “no” when appropriate
• Support professional development
27
Creating our Communications Division Culture
• Expectations of division staff
• Input, involvement and engagement
• We are here to do our best work
• Be flexible and open-minded, especially as we change
• Continuous improvement mindset
• Plan ahead and involve our colleagues early in the
work process
• Standardize templates/process/tools for division
consistency, simplicity and workload management
• Learn, measure, improve, iterate
• Team and division meetings and projects are a priority
• Drive projects, volunteer, be proactive, collaborate
28
Lesson #3: Disruptive Change can be Good
29
Potential Functional Areas
Functional Areas of Expertise
• News Desk
• Staff Engagement
• Media Relations
• “Communications
R&D” (supporting Center of
Excellence)
Consultation/Support for Top
Strategic Priorities
• Development
• Practice and Education
• Research
• Affiliated Practice Network
30
Purpose
• Maximize resources
• Reduce duplication
• Make information sharing easier
Goals
• Transform culture through people and systems
• Create infrastructure to share assets
• Focus strategy across all divisions
Content Coordination
31©2014 MFMER | slide-31
News Desk Delivery Process
News
Engine
Practice/Education
Research/Centers
Development
Marketing
Mayo Clinic
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A Taste of Success with Precision Medicine
• Genomics/Individualized Medicine a Mayo Priority
• Early January 2015, assets gathered
• Expert videos
• Patient story
• Case Report for Mayo Clinic Proceedings
• News release, Audio/Video sound bites prepared
• Indications of probably mention in SOTU on Jan. 20
• Draft News Network posts developed. Team conference
call during speech, ready to spring into action
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Lesson 4: Eliminate Duplication & Redundancy
• Claire’s Story: at least not harmfully uncoordinated
• More typical: internal and external teams getting tips
independently and producing separate stories
• New Process: Daily Leads
• Participants from all Communications teams and other
enterprise representatives
• 9 a.m. CT call to highlight/coordinate
• Proactive News Plans
• Industry News
• Mayo Clinic News coverage
38
Lesson 5: Content is Content
• The Story is the Thing
• Employees are People Too
• Strategies to promote broader use and sharing
• Twice-weekly traffic meeting
• Desk-Net platform for story ideas
• Links to sharable versions
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Lesson 6: Prioritize Innovation
• With Center for Social Media in 2010, Mayo Clinic invested
in leadership among health care providers in social
• Also created blog/community platform we use for
• Mayo Clinic Social Media Network
• Mayo Clinic News Network
• Sharing Mayo Clinic
• In the Loop
• Mayo Clinic Connect
• Social and Digital Innovation Team (SDI) charged with
continuing to explore communications frontiers
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What’s Next in Convergence?
• Hosting employee NewsCenter outside firewall
• Most articles OK for general public, so let’s put them in
a place that enables sharing
• Employee-only access for restricted articles
• By IP address range if at work, or
• By LAN ID login
• Possibly moving from cross-posting to single stories
• Mayo Clinic Social Media Champions – advocacy program
for employees and patients to facilitate curated story
sharing
©2014 MFMER | slide-
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IABC Convergence Summit Keynote

  • 1. ©2014 MFMER | slide- Convergence of Internal and External Communications at Mayo Clinic Lee Aase & Annie Burt IABC Convergence Summit 2016 #IABCMNSummit
  • 2. 2
  • 3. 3 Background:
 External Relations Evolution (2000-2008) • 2000-2005 • Media Relations fragmented across three sites • Medical Edge syndicated TV, Radio, Print • 2005 - External Relations Division was created • First podcast and beginning “new media” experimentation with syndication team • Media Relations fragmentation worsens • National (External Relations) • Local (MN Communications, AZ, FL) • Research Communication team created
  • 4. 4 External Relations Evolution (2008-2014) • 2008 - 2009 • Added managers for Enterprise Media Relations and Research Communications • Significant social media advances, including News Blog, Podcast Blog, Sharing Mayo Clinic • 2010-2014 • Created Mayo Clinic Center for Social Media and added a manager for Syndication/Social Media • Began Developing Mayo Clinic News Network as online newsroom and brand journalism hub
  • 5. 5
  • 6. 6
  • 7. 7
  • 8. 8 A few problems in our old world • Interim leadership created a feeling of instability • Varying work/life balance practices across teams • Silo’d groups made teams small and hard to back up • Matrixed reporting relationships = role confusion • Professional development opportunities were lacking • Teams removed from decision-making • Collaboration was harder than it should be • Difficulty building cross-team relationships
  • 9. 9 Lack of Processes • Inconsistent or under-developed processes in key areas: • Content management • Story idea pitching and sharing • News delivery • Publication coordination • Executive outreach
  • 10. 10 Development Communications • Strategic communications consultation to Development • Messaging, content and communications products and services to elevate fundraising • Communications operations and processes to support Development Operations • Department leadership and coordination • AZ and FL public affairs leaders • Administrative assistant support • Financial and analytic support • Project management and process improvement Institutional Communications • Enterprise-wide internal communications • Internal news delivery • Leadership communications • Internal communications consultation and best practices Our old world Arizona • Site based communications functions; report locally Florida • Site based communications functions; report locally
  • 11. 11 Marketing • Brand Building – increasing awareness and preference • Digital ecosystem (internet, social mobile, search, video) • US, international demand generation • Audience-specific marketing (medical professionals, diverse audiences) • Marketing analytics, research and insights • Product development • Customer loyalty and experience Our old world Government Relations • Engagement and advocacy with government and other authorities • Proactive regulatory and public policy advocacy • Issue assessment • Public policy objective development Mayo Clinic Health System • Strategic communications consultation • Support system level initiatives • Diffuse information across Mayo Clinic Health System • Interface with communications and business functions across locations
  • 12. 12 External Relations • Media relations • Social media • Public Affairs/ Research • Executive outreach • Issue management Community Engagement • Community impact contributions • Direct Community Health Needs Assessment (CHNA), Enterprise Corporate Social Responsibility initiative • Inclusive community relationships - volunteers, nonprofits, schools/educational institutions, foundations, ethnic and underserved populations • Destination Medical Center Brand Management • Brand management • Internal brand education • Brand management consultation Our old world
  • 13. 13 Department Chair Medical Director Market Research & Analytics • Market Research • Market Insights • Market Analytics • Business Vision, Strategy, and Planning • External Partnerships and Relationships • Executive Level Leadership • Strategic Initiatives • Trusted and Affordable Campaign • Brand Presence and Consumer Engagement • BOT/BOG initiatives Marketing • Specialty Care Demand Generation • Product Teams Communications • Internal • Media Relations • Social Media • Practice, Research, Education • Leadership Comm • Development • Executive Outreach • Client Services • Development Creative Media • Brand Design • Digital & User Experience Design • Experiential Design • Scientific and Medical Visuals Community Health • Community Engagement • Community Care • MCHS • DMC Government/
 Policy • Policy • Lobbying • Federal, State and Local • Operations Manager • Admin Assistants, Budget, Facilities, Equipment Our new vision Consolidate with other related units. Phased integration may extend into early 2015. Consolidate within Planning Services ECH, community and population health, community activities, Midwest integration Reallocate and supplement staff to support institutional priorities Consolidate Internal, External and Development communications Increase focus on policy • Arizona Site Administrator • Florida Site Administrator
  • 14. 14 Public Affairs Chris Gade Interim 
 Administrative Chair John T. Wald, M.D. Medical Director Public Affairs and Marketing Senior Administrator Arizona Breeann Adleman Senior Administrator Florida Jill Chandor Community Public Affairs Joe O’Keefe Interim Division Chair Marketing Adam Brase Division Chair Communications Amy Davis Division Chair Creative Media Bob Morreale Division Chair Policy and Advocacy Kathleen Harrington Division Chair • Digital Content Marketing • Channel Marketing • Consumer Driven Healthcare • Clinical Services • GBS Products and Services
 
 
 
 
 
 
 
 
 • Brand and Identity Design • Digital Design • Experience Design • Medical and Science Visuals
 
 
 
 
 
 • Development Communications • Media Relations • News and News Delivery • Practice Communications • Research and Education Communications • Social and Digital Innovation • Staff Engagement Communications Senior Administrators: single point of contact for site leaders, leverage enterprise resources and staff to meet local needs • Policy • Advocacy/Thought Leadership • Lobbying: Federal, State and Local • CSR 
 
 
 
 
 
 
 • Community Engagement • Community Benefit • MCHS Public Affairs • Community communications and marketing • Mayo Model of Community Care
 
 
 
 
 
 Operations Amy Davis Genae Morris Lizann Williams
  • 15. 15 Communications Shared Services • Consultation from communications professional on communications best practices • News distribution via enterprise communications vehicles • News Center (intranet home page) • News Network, news releases and targeted pitching to journalists • Social media channels • Digital and print publications (This Week at Mayo Clinic, Supervisor publications, Scope, Mayo Clinic Magazine, Inside Mayo Clinic Research, Discovery’s Edge, etc.) • Leadership meetings and messages • Crisis and issues management communications • Media inquiries responses and triaging (77) 4-5500 • Internal and external news story ideas (newsdesk@mayo.edu) • Social media consultations or post requests (or email socialmediacenter@mayo.edu) • Self-service tools (Public Affairs intranet page)
  • 16. 16 Dedicated Support • Aligned with Mayo Clinic strategic priority areas • Partner with internal clients • Build communications strategies and plans to support business plans and objectives • Plan, drive, implement, monitor, measure and refine • Implementation often shared between Communications and client • Provide ongoing strategic communications and guidance on appropriate tools, tactics and outcome • Develop high level messaging in alignment with Mayo Clinic core/ brand messaging and Mayo’s mission/values • Understand and promote Mayo’s differentiators
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  • 18. 18 Lesson #1: Common priorities, mission, strategy
  • 19. 19 Mission The Division of Communications tells stories and uses strategic communications to advance Mayo Clinic’s mission and top strategic priorities.
  • 20. 20 3 Main Objectives 1. Increase staff engagement • Metric: All Staff survey 2. Increase brand strength and relevance • Metrics: brand monitor, share of voice, share of social media buzz 3. Support Mayo Clinic’s demand generation and philanthropic activities • Metrics: # of new patients, payer mix, benefactor gifts
  • 21. 21 Communications Division Objectives Transform
 the Practice Achieve Operational
 Excellence Expand
 Our Reach PEOPLEPROCESSESOUTCOMES GOALS Deliver Highest-Value Care to
 Be Most Trusted and Affordable Achieve Mission-Advancing
 Financial Performance Invest in Talent and Technology Increase Mayo Clinic staff engagement Increase Mayo Clinic’s brand strength and relevance Support Mayo Clinic’s demand 
 generation activities
  • 22. 22 Lesson #2: Input, Expectations, Accountability
  • 23. 23 Staff feedback directly to division leader • Assignments • Most people in right seats, people enjoy their colleagues and teams • Top priorities • Advocate with leadership • Priorities, clear direction • Advance organizational structure • Bring teams together • Get to know each other • What’s Working Well • Strong sense of collaboration in division • Great staff, experts in their fields, sense of camaraderie • Issues and crisis communications system • Internal news desk • Daily leads • Health minutes • News Network • Social media center
  • 24. 24 Opportunities for Improvement (staff feedback) • Need focus, priorities, ability to say no • Integrate media and social teams • Relationship with other divisions • Bring everyone in single space • Integrate news network with media team • Update processes, systems • All locations not integrated • More professional development • Ability for timely updates on internet • Rethink client support • Too many media beats • More metrics and focus on journalist side of news network • Time to be proactive • Umbrella and core messaging
  • 25. 25 Creating our Communications Division Culture • One team supporting Mayo Clinic • Single division all contributing to what is best for Mayo Clinic • All of our division colleagues are our teammates, regardless of previous division boundaries • Our culture reflects Mayo’s values, mutual respect, courtesy, collaboration and trust • Assume colleagues’ good intent
  • 26. 26 Creating our Communications Division Culture • Expectations of division leadership team • Commitment to people • We will be transparent and honest with good information…and bad • Consistent, shared management approach • Welcome conversations with “open door” policy • Help with workload prioritization and we will help you say “no” when appropriate • Support professional development
  • 27. 27 Creating our Communications Division Culture • Expectations of division staff • Input, involvement and engagement • We are here to do our best work • Be flexible and open-minded, especially as we change • Continuous improvement mindset • Plan ahead and involve our colleagues early in the work process • Standardize templates/process/tools for division consistency, simplicity and workload management • Learn, measure, improve, iterate • Team and division meetings and projects are a priority • Drive projects, volunteer, be proactive, collaborate
  • 28. 28 Lesson #3: Disruptive Change can be Good
  • 29. 29 Potential Functional Areas Functional Areas of Expertise • News Desk • Staff Engagement • Media Relations • “Communications R&D” (supporting Center of Excellence) Consultation/Support for Top Strategic Priorities • Development • Practice and Education • Research • Affiliated Practice Network
  • 30. 30 Purpose • Maximize resources • Reduce duplication • Make information sharing easier Goals • Transform culture through people and systems • Create infrastructure to share assets • Focus strategy across all divisions Content Coordination
  • 31. 31©2014 MFMER | slide-31 News Desk Delivery Process News Engine Practice/Education Research/Centers Development Marketing Mayo Clinic
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  • 33. 33 A Taste of Success with Precision Medicine • Genomics/Individualized Medicine a Mayo Priority • Early January 2015, assets gathered • Expert videos • Patient story • Case Report for Mayo Clinic Proceedings • News release, Audio/Video sound bites prepared • Indications of probably mention in SOTU on Jan. 20 • Draft News Network posts developed. Team conference call during speech, ready to spring into action
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  • 37. 37 Lesson 4: Eliminate Duplication & Redundancy • Claire’s Story: at least not harmfully uncoordinated • More typical: internal and external teams getting tips independently and producing separate stories • New Process: Daily Leads • Participants from all Communications teams and other enterprise representatives • 9 a.m. CT call to highlight/coordinate • Proactive News Plans • Industry News • Mayo Clinic News coverage
  • 38. 38 Lesson 5: Content is Content • The Story is the Thing • Employees are People Too • Strategies to promote broader use and sharing • Twice-weekly traffic meeting • Desk-Net platform for story ideas • Links to sharable versions
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  • 49. 49 Lesson 6: Prioritize Innovation • With Center for Social Media in 2010, Mayo Clinic invested in leadership among health care providers in social • Also created blog/community platform we use for • Mayo Clinic Social Media Network • Mayo Clinic News Network • Sharing Mayo Clinic • In the Loop • Mayo Clinic Connect • Social and Digital Innovation Team (SDI) charged with continuing to explore communications frontiers
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  • 57. 57 What’s Next in Convergence? • Hosting employee NewsCenter outside firewall • Most articles OK for general public, so let’s put them in a place that enables sharing • Employee-only access for restricted articles • By IP address range if at work, or • By LAN ID login • Possibly moving from cross-posting to single stories • Mayo Clinic Social Media Champions – advocacy program for employees and patients to facilitate curated story sharing
  • 58. ©2014 MFMER | slide- Questions and Discussion