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Measurement Hour
October 31, 2018
Katie Delahaye Paine
CEO, Paine Publishing
www.painepublishing.com | @queenofmetrics | measurementqueen@gmail.com
The Summit on the Future of Measurement
The Summit on the Future of
Communications Measurement
 New Definitions: Outcomes = Financial
 New Tools: AI, Predictive Analytics, Smarter
 PR = Risk Avoidance
 Integrated Dashboards
 Putting a value on CSR
Integrated Dashboard for Canada DND
Key to Getting Buy-in
 Keep it simple
 Show you understand the business
objectives
 Consult, consult, consult
#measuresum18
Developing your SMART KPIs
 Guideposts tied to outcomes
 Show how each business line contributes to the big
picture
 Set targets
#measuresum18
Audit existing data
 What do you already have?
 What do you need?
 Can you get it for free?
#measuresum18
Build a data model
 Identify data sources
 Data mapping is key
 Automate as much as possible
#measuresum18
Improve Canadians’ 
perception of 
joining the CAF
Increase 
awareness of how 
and why the CAF 
serves Canada
Communications Overview
39%
44%
55%
66%
57%
60% 62%
65%
4
5
4.5
6
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
1
2
3
4
5
6
7
8
9
10
% online applications for
women
% likely to consider joining
the CAF
Goal conversions (in
thousands)
Media Quality Score
39%
44%
55%
66%
57%
60% 62%
65%
0
5
10
0
1
1
% supporting NATO
% supporting CAF
Increase support 
among CAF 
members, 
reservist & 
employees 
63% 65%
60%
67%
57%
60% 62%
65%
0%
20%
40%
60%
80%
100%
0
2
4
6
8
10
% believing that CAF does
a good job looking after
personnel
% of members that
perceive CAF cares
Increase support 
for defense 
spending 
Improve Canadians’ perception of joining the CAF
What worked? 
What didn’t work?  
What’s next?
63% 65%
60%
67%
57%
60% 62%
65%
31% 32%
40%
50%
0
2
4
6
8
10
0%
20%
40%
60%
80%
100%
% believing that purchase of
miliatry equipment are well
managed
% of resondents believing
the miltary is over funded
Objective 2: Increase awareness of how and why the CAF serves Canada
July Aug Sept Oct
Media Quality Score
% of desirable content pertaining to 
operations and exercise 
Number of unique page views to operations 
related pages 
Engagement index for ops and exercises
% of outreach seen by influencers
Relationship score
Alignment score
Cooperation score 
What worked? 
What didn’t work?  
What’s next?
45%
55%
65%
75%
25% 30% 35%
25%
2 2
3 4
0
5
10
0%
50%
100%
July Aug Sept Oct
Score
Percentage
% of unique page views to ops related pages
% of outreach seen by influencers
Media Quality Score
Relationship score
Alignment score
Cooperation score
45%
55%
65%
75%
25% 30% 35%
25%
0
50
100
150
200
250
300
0%
20%
40%
60%
80%
100%
July Aug Sept Oct
Score
Percentage
% of unique page views to ops related pages
% of outreach seen by influencers
Engagement index for ops and excercises
Objective 3: Increase feelings of support among CAF members, Reservists and 
DND employees
July Aug Sept Oct
Media Quality Score
% of activities that reach members, 
reservists and employees 
% of messaging focused on mental health 
Social engagement rate for social media 
posts related to CAF members/DND 
employees/Reservists s
Unique sessions on member/reservist or 
employee pages 
% of referral visits from app 
% video plays greater than 50% 
% influencer conveying key messages 
Relationship score
Alignment score
Cooperation score 
What worked? 
What didn’t work?  
What’s next?
20%
30%
42% 41%
150 200
400
300
90 100 120 130
0%
20%
40%
60%
0
200
400
600
July Aug Sept Oct
Digital/Social/Events
% of influencer posts containing key messagse
Engagement rate on
member/employeer/reservist/ social media
Unique page views to designated pages
30% 35% 20%
2
3
44
2 2
0
5
10
0
2
4
6
Aug Sept Oct
% of events that reachd members/reservists/employees
Relationship score
Alignment score
Cooperatoin Score
Media Qualitiy Score
Objective 4: Increase support for increased defence spending
July Aug Sept Oct
Media Quality Score
% of communication containing innovation 
messages 
% of events focused on innovation themes and 
target audiences 
Click thrus to specific innovation‐related pages 
% influencer conveying key messages 
Relationship score
Alignment score
Cooperation score 
What worked? 
What didn’t work?  
What’s next?
30% 35% 20% 40%2
3
4 44
2 2
4
0
20
40
0
5
10
Aug Sept Oct Nov
% of communications containing innovation messages
% of influencer conversation containing innovation messages
% of events focused on innovation
Media Qualitiy Score
Relationship score
Alignment score
Cooperatoin Score
Packaging your insights
 Know your audience
 Make it pretty
 Keep it short
 Group information
 Highlight success
 Recommend actions
#measuresum18
Was it worth it?
 Actionable insights after just one quarter of collection
 Already looking to expand our efforts
 Internal education on setting objectives
 Aligning data for efficiency gains
 Pitching to other government departments
#measuresum18
Keys to success
1. Support from the top
2. Everyone must agree and contribute to the ‘why’
3. Figure out the ‘why’ before you look at KPIs
4. Present insights, not data
5. Share wherever and whenever you can
#measuresum18
PERFORMANCE
COMMUNICATIONS
A core internal communications system that drives MEASURABLE operating and financial performance 
IMPROVEMENTS.
GROWTH through delivering improvements for a cost that’s less than the gain.
Purpose
Define Goals/
Strategic
Priorities
Ensure
Leadership
Alignment
Teach the
Rules, Follow
the Action, and
Keep Score
Execute and
Adjust
Steps
Outputs → Performance 
Outcomes
▪ Build a sustainable high‐performance 
culture
▪ Measure the progress of the stated goals, 
and adjust strategy/tactics as necessary
▪ List of leading and lagging metrics tied 
to goals
▪ Scorecard or dashboard for tracking 
progress, to be
shared with employees
▪ Measure of “value” assigned to 
performance gains compared to 
“cost”
▪ Leadership guidelines for scorecard 
cascading and 
recognizing achievements
▪ Establish consistent standard(s) for 
Operational Excellence,
e.g., brand recognition, awareness and 
preference, share growth, channel 
effectiveness, compliance, R&D productivity, 
speed, quality, safety, margin improvement, 
etc.
▪ Empower every function to be part of the 
success
▪ Enable employees to act on their knowledge 
to improve performance
▪ Leader Say‐Do Survey 
‐ Evaluates how well leadership 
communicates the
organization’s goals (the SAY), and 
the extent to 
which employees see their leaders 
taking action in
support of those goals (the DO).
▪ Rewards & incentives are aligned to 
business objectives
▪ Enhance ability to achieve the company’s 
strategic vision
– Align  executive team with Commercial 
to meet the 
needs of the organization, within 
compliance
– Ensure the entire organization is 
driving top priorities
– Inspire confidence and trust in 
leadership
▪ Consolidated functional priorities into 
three to five clearly‐defined 
overarching corporate goals 
▪ No more than 10 strategic priorities to 
deliver goals
▪ Designed and branded GOALS 
collateral 
▪ Comprehensive internal 
communication plan
▪ Goals met
▪ Calibration to strategy and/or 
communications if goals are in 
jeopardy
▪ Employees know and understand the 
financial and
operating goals – what we are reaching for
– Clarify priorities and set the bar
– Define what “winning” looks like
– Maintain customer focus
© Miller Comms 2018mary@millercomms.com
VISION
LONG RANGE PLAN
2010 2011 2012 2013 2014
SALES
VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External 
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External 
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Market
Position
Pediatric
#1 to #4
Adult  #1  
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External 
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Market
Position
Pediatric 
#1 to #4
Adult #1
Strategic 
Imperatives
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External 
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Market
Position
Pediatric 
#1 to #4
Adult #1
Strategic 
Imperatives
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
Tactical 
Execution
• Improve GM Feeder Pool
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External 
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Market
Position
Pediatric 
#1 to #4
Adult #1
Strategic 
Imperatives
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
Tactical 
Execution
Key Platforms
• Muscle/Bone
• Metabolism
• Immunology
• Inflammation
• Cognition
• Tolerance
• Improve GM Feeder Pool
• New Products
– Key Platforms, Clinical
Outcomes, IP, New Pkging,
KOLs/Univ/R&D Partners
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External 
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Market
Position
Pediatric
#1 to #4 
Adult #1
Strategic 
Imperatives
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
Tactical 
Execution
Key Platforms
• Muscle/Bone
• Metabolism
• Immunology
• Inflammation
• Cognition
• Tolerance
• Improve GM Feeder Pool
• New Products
– Key Platforms, Clinical
Outcomes, IP, New Pkging,
KOLs/Univ/R&D Partners
• Galt
• Similac Recovery
• Priority Markets
Expansion
Priority Countries
China India Brazil Russia Vietnam Mexico Turkey U.S.
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External 
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Market
Position
Pediatric
#1 to #4
Adult #1
Strategic 
Imperatives
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
Tactical 
Execution
Key Platforms
• Muscle/Bone
• Metabolism
• Immunology
• Inflammation
• Cognition
• Tolerance
• Improve GM Feeder Pool
• New Products
– Key Platforms, Clinical
Outcomes, IP, New Pkging,
KOLs/Univ/R&D Partners
• Galt
• Similac Recovery
• Priority Markets
Expansion
• Shape the environment
for growth
• Powder Mfg Expansion
• Liquid Strategy
Priority Countries
China India Brazil Russia Vietnam Mexico Turkey U.S.
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
Market
Position
Strategic 
Imperatives
Tactical 
Execution
VISION
• Improve GM Feeder Pool
• New Products
– Key Platforms, Clinical
Outcomes, IP, New Pkging,
KOLs/Univ/R&D Partners
• Galt
• Similac Recovery
• Priority Markets
Expansion
• Shape the environment
for growth
• Powder Mfg Expansion
• Liquid Strategy
Pediatric
#1 to #4
Adult #1
External 
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
Innovative Platforms
• Muscle/Bone
• Metabolism
• Immunology
• Inflammation
• Cognition
• Tolerance
Priority Countries
China India Brazil Russia Vietnam Mexico Turkey U.S.
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
Alignment After 1 Year – Internal Comms
Impact
30
Leader “Say” – “Do” Improvement
Highest Priority – Margin 
“Say” & “Do” Gap Narrowed 10 Pts
12%
Brand/Corp ID Product or T.A.  Issue  Culture
Benchmark or 
Prior Month
(June) 
Current
(July)
Var Benchmark Current Var Benchmark Current Var
Benchmark
(2013)
Current Var
Increase in share 
of desirable voice 
(NetBase data) 
6% ↑6pts
Increase in 
company share 
of Desirable 
Diabetes
Conversation
(NetBase data 
only) 
22%
(June)
(July)
↓11pts
% Increase in
physicians who 
are extremely or 
very familiar with 
the industry 
position on 
Clinical Trials 
Transparency 
38% 38% Annual 
Data Only 
% increase in 
ratings on 
communications 
trustworthiness 
(from EE Survey 
for Employee 
Engagement) 
75% ↑4PTS
Decrease in share 
of undesirable 
voice
(NetBase data}
11% ↓4pts
Decrease in 
company share of 
Undesirable 
Diabetes
Conversation 
(NetBase data
only)
18%
(June)
(July)
↓8pts
% increase in
unique visits to 
company 
website (non‐
employee traffic)
124K ↑19%
% decrease in 
HCP/KOLs
unaware of 
company in 
Diabetes market
18%
(pre ADA)
(post ADA)
↓11 pts
% Increase in 
online 
engagement on 
issue
n/a until 
site launch
na na 
% increase in 
employee 
knowledge of  
the “Way We 
Work” (From 
Knowledge 
Quizzes)
23% ↑27%
% increase in 
awareness of 
corporate brand 
among physicians 
46% Data 
available
11/21/14
% increase in 
perception of  
company as a 
leader in Diabetes 
among HCPs and 
KOLs
28%
(pre ADA)
(post ADA)
↑2%
Increase in 
company share 
of Desirable 
Transparency 
Conversation
(NetBase data) 
5% 12% ↑7% % employees 
strongly
understanding 
strategic
objectives (From 
Knowledge 
Quizzes) 
32% ↑5PTS
Below Target                       At Risk                          On Target
12%
COMMUNICATIONS  DASHBOARD
149K 7%
11%
30%
79%
50%
37%
10%7%
11
GOAL PROGRESS AGAINST STRATEGIC PRIORITIES Q1 Q2 Q3 Q4
Increase Gross 
Margin by X%
1. X% reduction of goods damaged in warehouse/shipping
2. Negotiated better raw material/ingredient sourcing, 
saving $X annually
Grow Market 
Share X% 
1. Xxxxxxxxxxxxxxxx
2. Xxxxxxxxxxxxxxxx
Decrease lag 
time between 
discovery and 
launch
1. Xxxxxxxxxxxxxxxx
2. Xxxxxxxxxxxxxxxx
Accurately 
Forecast 
Demand
1. Xxxxxxxxxxxxxxxx
2. Xxxxxxxxxxxxxxxx
Reduce OSHA
Recordables to 
Zero
1. Xxxxxxxxxxxxxxxx
2. Xxxxxxxxxxxxxxxx
COMPANY NAME 2018 Scorecard
Positive NegativeNeutral
MGM Resorts International
Market Capitalization: $14.2B
FORTUNE 237
Resorts: 27 (Las Vegas,
Atlantic City, Detroit, Biloxi,
Tunica, Springfield, Mass,
Maryland, Macau)
Hotel Rooms: 60,000
Employees: 77,000
FORTUNE World’s Most
Admired Company
All Rights Reserved Dumont Communications, LLC
2018
MGM National Harbor 
Opened December, 2016
$1.25B
23 stories
Hotel: 308 rooms
Casino, Retail, Spa: 135,000 sf
Restaurants: 7
Theater: 3000 seats
Meeting & Event: 27,000 sf
All Rights Reserved Dumont Communications, LLC
2018
Case Study: Pathway to Licensing
2012: Ballot initiative to extend a Casino license to
Prince George’s County Maryland
2013: Competitive Bidding RFP
3 Bidders
Maryland Lottery & Gaming Control Agency
Public Process:
Public Presentation
Public Hearing
All Rights Reserved Dumont Communications, LLC
2018
Case Study: Pathway to Licensing
Presentation: 1 hour
Content:
60% Requirements
Company Capabilities: History, Financials
Property: Design, Logistics
40% Corporate Responsibility
Commitment to Community:
Grow local supply chain: MWDBE, Veterans
Local Workforce Development
Sustainability
Diversity & Inclusion
All Rights Reserved Dumont Communications, LLC
2018
Case Study: Key Findings
“There are times when a company’s character is more
important; it is an essential feature of economic expansion.”
“You may need a track record of social and environmental
performance before they become important.”
“Corporate Citizenship is not just the right thing to do, but
there can be unintended secondary benefits for a company’s
bottomline.”
All Rights Reserved Dumont Communications, LLC
2018
Case Study: Public Comments
“They haven’t been awarded a license, and they’ve moved here
and gone out into the community, and demonstrated what they
intend to do. And I believe them at their word. … This is
definitely the right company. I fully support MGM at National
Harbor.”
“I’m supporting MGM because of their established corporate
culture of supplier diversity. MGM will not have to make up a
policy of supplier diversity as they go along because it's already
woven into the fabric of their organization elsewhere.”
“I believe them at their word. … This is definitely the right
company.
I fully support MGM at National Harbor.”
All Rights Reserved Dumont Communications, LLC
2018
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October Measurement Hour -- Summit Recap Edition

  • 2.
  • 3. The Summit on the Future of Communications Measurement  New Definitions: Outcomes = Financial  New Tools: AI, Predictive Analytics, Smarter  PR = Risk Avoidance  Integrated Dashboards  Putting a value on CSR
  • 4.
  • 5.
  • 7. Key to Getting Buy-in  Keep it simple  Show you understand the business objectives  Consult, consult, consult #measuresum18
  • 8. Developing your SMART KPIs  Guideposts tied to outcomes  Show how each business line contributes to the big picture  Set targets #measuresum18
  • 9. Audit existing data  What do you already have?  What do you need?  Can you get it for free? #measuresum18
  • 10. Build a data model  Identify data sources  Data mapping is key  Automate as much as possible #measuresum18
  • 11. Improve Canadians’  perception of  joining the CAF Increase  awareness of how  and why the CAF  serves Canada Communications Overview 39% 44% 55% 66% 57% 60% 62% 65% 4 5 4.5 6 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0 1 2 3 4 5 6 7 8 9 10 % online applications for women % likely to consider joining the CAF Goal conversions (in thousands) Media Quality Score 39% 44% 55% 66% 57% 60% 62% 65% 0 5 10 0 1 1 % supporting NATO % supporting CAF Increase support  among CAF  members,  reservist &  employees  63% 65% 60% 67% 57% 60% 62% 65% 0% 20% 40% 60% 80% 100% 0 2 4 6 8 10 % believing that CAF does a good job looking after personnel % of members that perceive CAF cares Increase support  for defense  spending  Improve Canadians’ perception of joining the CAF What worked?  What didn’t work?   What’s next? 63% 65% 60% 67% 57% 60% 62% 65% 31% 32% 40% 50% 0 2 4 6 8 10 0% 20% 40% 60% 80% 100% % believing that purchase of miliatry equipment are well managed % of resondents believing the miltary is over funded
  • 12. Objective 2: Increase awareness of how and why the CAF serves Canada July Aug Sept Oct Media Quality Score % of desirable content pertaining to  operations and exercise  Number of unique page views to operations  related pages  Engagement index for ops and exercises % of outreach seen by influencers Relationship score Alignment score Cooperation score  What worked?  What didn’t work?   What’s next? 45% 55% 65% 75% 25% 30% 35% 25% 2 2 3 4 0 5 10 0% 50% 100% July Aug Sept Oct Score Percentage % of unique page views to ops related pages % of outreach seen by influencers Media Quality Score Relationship score Alignment score Cooperation score 45% 55% 65% 75% 25% 30% 35% 25% 0 50 100 150 200 250 300 0% 20% 40% 60% 80% 100% July Aug Sept Oct Score Percentage % of unique page views to ops related pages % of outreach seen by influencers Engagement index for ops and excercises
  • 13. Objective 3: Increase feelings of support among CAF members, Reservists and  DND employees July Aug Sept Oct Media Quality Score % of activities that reach members,  reservists and employees  % of messaging focused on mental health  Social engagement rate for social media  posts related to CAF members/DND  employees/Reservists s Unique sessions on member/reservist or  employee pages  % of referral visits from app  % video plays greater than 50%  % influencer conveying key messages  Relationship score Alignment score Cooperation score  What worked?  What didn’t work?   What’s next? 20% 30% 42% 41% 150 200 400 300 90 100 120 130 0% 20% 40% 60% 0 200 400 600 July Aug Sept Oct Digital/Social/Events % of influencer posts containing key messagse Engagement rate on member/employeer/reservist/ social media Unique page views to designated pages 30% 35% 20% 2 3 44 2 2 0 5 10 0 2 4 6 Aug Sept Oct % of events that reachd members/reservists/employees Relationship score Alignment score Cooperatoin Score Media Qualitiy Score
  • 14. Objective 4: Increase support for increased defence spending July Aug Sept Oct Media Quality Score % of communication containing innovation  messages  % of events focused on innovation themes and  target audiences  Click thrus to specific innovation‐related pages  % influencer conveying key messages  Relationship score Alignment score Cooperation score  What worked?  What didn’t work?   What’s next? 30% 35% 20% 40%2 3 4 44 2 2 4 0 20 40 0 5 10 Aug Sept Oct Nov % of communications containing innovation messages % of influencer conversation containing innovation messages % of events focused on innovation Media Qualitiy Score Relationship score Alignment score Cooperatoin Score
  • 15. Packaging your insights  Know your audience  Make it pretty  Keep it short  Group information  Highlight success  Recommend actions #measuresum18
  • 16. Was it worth it?  Actionable insights after just one quarter of collection  Already looking to expand our efforts  Internal education on setting objectives  Aligning data for efficiency gains  Pitching to other government departments #measuresum18
  • 17. Keys to success 1. Support from the top 2. Everyone must agree and contribute to the ‘why’ 3. Figure out the ‘why’ before you look at KPIs 4. Present insights, not data 5. Share wherever and whenever you can #measuresum18
  • 18. PERFORMANCE COMMUNICATIONS A core internal communications system that drives MEASURABLE operating and financial performance  IMPROVEMENTS. GROWTH through delivering improvements for a cost that’s less than the gain. Purpose Define Goals/ Strategic Priorities Ensure Leadership Alignment Teach the Rules, Follow the Action, and Keep Score Execute and Adjust Steps Outputs → Performance  Outcomes ▪ Build a sustainable high‐performance  culture ▪ Measure the progress of the stated goals,  and adjust strategy/tactics as necessary ▪ List of leading and lagging metrics tied  to goals ▪ Scorecard or dashboard for tracking  progress, to be shared with employees ▪ Measure of “value” assigned to  performance gains compared to  “cost” ▪ Leadership guidelines for scorecard  cascading and  recognizing achievements ▪ Establish consistent standard(s) for  Operational Excellence, e.g., brand recognition, awareness and  preference, share growth, channel  effectiveness, compliance, R&D productivity,  speed, quality, safety, margin improvement,  etc. ▪ Empower every function to be part of the  success ▪ Enable employees to act on their knowledge  to improve performance ▪ Leader Say‐Do Survey  ‐ Evaluates how well leadership  communicates the organization’s goals (the SAY), and  the extent to  which employees see their leaders  taking action in support of those goals (the DO). ▪ Rewards & incentives are aligned to  business objectives ▪ Enhance ability to achieve the company’s  strategic vision – Align  executive team with Commercial  to meet the  needs of the organization, within  compliance – Ensure the entire organization is  driving top priorities – Inspire confidence and trust in  leadership ▪ Consolidated functional priorities into  three to five clearly‐defined  overarching corporate goals  ▪ No more than 10 strategic priorities to  deliver goals ▪ Designed and branded GOALS  collateral  ▪ Comprehensive internal  communication plan ▪ Goals met ▪ Calibration to strategy and/or  communications if goals are in  jeopardy ▪ Employees know and understand the  financial and operating goals – what we are reaching for – Clarify priorities and set the bar – Define what “winning” looks like – Maintain customer focus © Miller Comms 2018mary@millercomms.com
  • 19. VISION LONG RANGE PLAN 2010 2011 2012 2013 2014 SALES
  • 20. VISION Growth Drivers • Aging population • More women in emerging markets workforce (shorter breast feeding) • Emerging markets purchasing power • Similac and Ensure brand strength SALES 2010 2011 2012 2013 2014 LONG RANGE PLAN
  • 21. VISION Growth Drivers • Aging population • More women in emerging markets workforce (shorter breast feeding) • Emerging markets purchasing power • Similac and Ensure brand strength External  Pressures • Shrinking birthrates • Restricted promotion of infant formula • Consolidation of markets • Increased cost of clinical data • Increased competitive pressure SALES 2010 2011 2012 2013 2014 LONG RANGE PLAN
  • 22. VISION Growth Drivers • Aging population • More women in emerging markets workforce (shorter breast feeding) • Emerging markets purchasing power • Similac and Ensure brand strength External  Pressures • Shrinking birthrates • Restricted promotion of infant formula • Consolidation of markets • Increased cost of clinical data • Increased competitive pressure Market Position Pediatric #1 to #4 Adult  #1   SALES 2010 2011 2012 2013 2014 LONG RANGE PLAN
  • 23. VISION Growth Drivers • Aging population • More women in emerging markets workforce (shorter breast feeding) • Emerging markets purchasing power • Similac and Ensure brand strength External  Pressures • Shrinking birthrates • Restricted promotion of infant formula • Consolidation of markets • Increased cost of clinical data • Increased competitive pressure Market Position Pediatric  #1 to #4 Adult #1 Strategic  Imperatives alent nnovation/IP argin Improvement xecution – Commercial – External Engagement – Supply Chain Transformation SALES 2010 2011 2012 2013 2014 LONG RANGE PLAN
  • 24. VISION Growth Drivers • Aging population • More women in emerging markets workforce (shorter breast feeding) • Emerging markets purchasing power • Similac and Ensure brand strength External  Pressures • Shrinking birthrates • Restricted promotion of infant formula • Consolidation of markets • Increased cost of clinical data • Increased competitive pressure Market Position Pediatric  #1 to #4 Adult #1 Strategic  Imperatives alent nnovation/IP argin Improvement xecution – Commercial – External Engagement – Supply Chain Transformation Tactical  Execution • Improve GM Feeder Pool SALES 2010 2011 2012 2013 2014 LONG RANGE PLAN
  • 25. VISION Growth Drivers • Aging population • More women in emerging markets workforce (shorter breast feeding) • Emerging markets purchasing power • Similac and Ensure brand strength External  Pressures • Shrinking birthrates • Restricted promotion of infant formula • Consolidation of markets • Increased cost of clinical data • Increased competitive pressure Market Position Pediatric  #1 to #4 Adult #1 Strategic  Imperatives alent nnovation/IP argin Improvement xecution – Commercial – External Engagement – Supply Chain Transformation Tactical  Execution Key Platforms • Muscle/Bone • Metabolism • Immunology • Inflammation • Cognition • Tolerance • Improve GM Feeder Pool • New Products – Key Platforms, Clinical Outcomes, IP, New Pkging, KOLs/Univ/R&D Partners SALES 2010 2011 2012 2013 2014 LONG RANGE PLAN
  • 26. VISION Growth Drivers • Aging population • More women in emerging markets workforce (shorter breast feeding) • Emerging markets purchasing power • Similac and Ensure brand strength External  Pressures • Shrinking birthrates • Restricted promotion of infant formula • Consolidation of markets • Increased cost of clinical data • Increased competitive pressure Market Position Pediatric #1 to #4  Adult #1 Strategic  Imperatives alent nnovation/IP argin Improvement xecution – Commercial – External Engagement – Supply Chain Transformation Tactical  Execution Key Platforms • Muscle/Bone • Metabolism • Immunology • Inflammation • Cognition • Tolerance • Improve GM Feeder Pool • New Products – Key Platforms, Clinical Outcomes, IP, New Pkging, KOLs/Univ/R&D Partners • Galt • Similac Recovery • Priority Markets Expansion Priority Countries China India Brazil Russia Vietnam Mexico Turkey U.S. SALES 2010 2011 2012 2013 2014 LONG RANGE PLAN
  • 27. VISION Growth Drivers • Aging population • More women in emerging markets workforce (shorter breast feeding) • Emerging markets purchasing power • Similac and Ensure brand strength External  Pressures • Shrinking birthrates • Restricted promotion of infant formula • Consolidation of markets • Increased cost of clinical data • Increased competitive pressure Market Position Pediatric #1 to #4 Adult #1 Strategic  Imperatives alent nnovation/IP argin Improvement xecution – Commercial – External Engagement – Supply Chain Transformation Tactical  Execution Key Platforms • Muscle/Bone • Metabolism • Immunology • Inflammation • Cognition • Tolerance • Improve GM Feeder Pool • New Products – Key Platforms, Clinical Outcomes, IP, New Pkging, KOLs/Univ/R&D Partners • Galt • Similac Recovery • Priority Markets Expansion • Shape the environment for growth • Powder Mfg Expansion • Liquid Strategy Priority Countries China India Brazil Russia Vietnam Mexico Turkey U.S. SALES 2010 2011 2012 2013 2014 LONG RANGE PLAN
  • 28. Market Position Strategic  Imperatives Tactical  Execution VISION • Improve GM Feeder Pool • New Products – Key Platforms, Clinical Outcomes, IP, New Pkging, KOLs/Univ/R&D Partners • Galt • Similac Recovery • Priority Markets Expansion • Shape the environment for growth • Powder Mfg Expansion • Liquid Strategy Pediatric #1 to #4 Adult #1 External  Pressures • Shrinking birthrates • Restricted promotion of infant formula • Consolidation of markets • Increased cost of clinical data • Increased competitive pressure Growth Drivers • Aging population • More women in emerging markets workforce (shorter breast feeding) • Emerging markets purchasing power • Similac and Ensure brand strength alent nnovation/IP argin Improvement xecution – Commercial – External Engagement – Supply Chain Transformation Innovative Platforms • Muscle/Bone • Metabolism • Immunology • Inflammation • Cognition • Tolerance Priority Countries China India Brazil Russia Vietnam Mexico Turkey U.S. SALES 2010 2011 2012 2013 2014 LONG RANGE PLAN
  • 29.
  • 30. Alignment After 1 Year – Internal Comms Impact 30 Leader “Say” – “Do” Improvement Highest Priority – Margin  “Say” & “Do” Gap Narrowed 10 Pts
  • 31. 12% Brand/Corp ID Product or T.A.  Issue  Culture Benchmark or  Prior Month (June)  Current (July) Var Benchmark Current Var Benchmark Current Var Benchmark (2013) Current Var Increase in share  of desirable voice  (NetBase data)  6% ↑6pts Increase in  company share  of Desirable  Diabetes Conversation (NetBase data  only)  22% (June) (July) ↓11pts % Increase in physicians who  are extremely or  very familiar with  the industry  position on  Clinical Trials  Transparency  38% 38% Annual  Data Only  % increase in  ratings on  communications  trustworthiness  (from EE Survey  for Employee  Engagement)  75% ↑4PTS Decrease in share  of undesirable  voice (NetBase data} 11% ↓4pts Decrease in  company share of  Undesirable  Diabetes Conversation  (NetBase data only) 18% (June) (July) ↓8pts % increase in unique visits to  company  website (non‐ employee traffic) 124K ↑19% % decrease in  HCP/KOLs unaware of  company in  Diabetes market 18% (pre ADA) (post ADA) ↓11 pts % Increase in  online  engagement on  issue n/a until  site launch na na  % increase in  employee  knowledge of   the “Way We  Work” (From  Knowledge  Quizzes) 23% ↑27% % increase in  awareness of  corporate brand  among physicians  46% Data  available 11/21/14 % increase in  perception of   company as a  leader in Diabetes  among HCPs and  KOLs 28% (pre ADA) (post ADA) ↑2% Increase in  company share  of Desirable  Transparency  Conversation (NetBase data)  5% 12% ↑7% % employees  strongly understanding  strategic objectives (From  Knowledge  Quizzes)  32% ↑5PTS Below Target                       At Risk                          On Target 12% COMMUNICATIONS  DASHBOARD 149K 7% 11% 30% 79% 50% 37% 10%7% 11
  • 32. GOAL PROGRESS AGAINST STRATEGIC PRIORITIES Q1 Q2 Q3 Q4 Increase Gross  Margin by X% 1. X% reduction of goods damaged in warehouse/shipping 2. Negotiated better raw material/ingredient sourcing,  saving $X annually Grow Market  Share X%  1. Xxxxxxxxxxxxxxxx 2. Xxxxxxxxxxxxxxxx Decrease lag  time between  discovery and  launch 1. Xxxxxxxxxxxxxxxx 2. Xxxxxxxxxxxxxxxx Accurately  Forecast  Demand 1. Xxxxxxxxxxxxxxxx 2. Xxxxxxxxxxxxxxxx Reduce OSHA Recordables to  Zero 1. Xxxxxxxxxxxxxxxx 2. Xxxxxxxxxxxxxxxx COMPANY NAME 2018 Scorecard Positive NegativeNeutral
  • 33. MGM Resorts International Market Capitalization: $14.2B FORTUNE 237 Resorts: 27 (Las Vegas, Atlantic City, Detroit, Biloxi, Tunica, Springfield, Mass, Maryland, Macau) Hotel Rooms: 60,000 Employees: 77,000 FORTUNE World’s Most Admired Company All Rights Reserved Dumont Communications, LLC 2018
  • 34. MGM National Harbor  Opened December, 2016 $1.25B 23 stories Hotel: 308 rooms Casino, Retail, Spa: 135,000 sf Restaurants: 7 Theater: 3000 seats Meeting & Event: 27,000 sf All Rights Reserved Dumont Communications, LLC 2018
  • 35. Case Study: Pathway to Licensing 2012: Ballot initiative to extend a Casino license to Prince George’s County Maryland 2013: Competitive Bidding RFP 3 Bidders Maryland Lottery & Gaming Control Agency Public Process: Public Presentation Public Hearing All Rights Reserved Dumont Communications, LLC 2018
  • 36. Case Study: Pathway to Licensing Presentation: 1 hour Content: 60% Requirements Company Capabilities: History, Financials Property: Design, Logistics 40% Corporate Responsibility Commitment to Community: Grow local supply chain: MWDBE, Veterans Local Workforce Development Sustainability Diversity & Inclusion All Rights Reserved Dumont Communications, LLC 2018
  • 37. Case Study: Key Findings “There are times when a company’s character is more important; it is an essential feature of economic expansion.” “You may need a track record of social and environmental performance before they become important.” “Corporate Citizenship is not just the right thing to do, but there can be unintended secondary benefits for a company’s bottomline.” All Rights Reserved Dumont Communications, LLC 2018
  • 38. Case Study: Public Comments “They haven’t been awarded a license, and they’ve moved here and gone out into the community, and demonstrated what they intend to do. And I believe them at their word. … This is definitely the right company. I fully support MGM at National Harbor.” “I’m supporting MGM because of their established corporate culture of supplier diversity. MGM will not have to make up a policy of supplier diversity as they go along because it's already woven into the fabric of their organization elsewhere.” “I believe them at their word. … This is definitely the right company. I fully support MGM at National Harbor.” All Rights Reserved Dumont Communications, LLC 2018
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