iabc convergence summit keynote
TRANSCRIPT
©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
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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
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Lack of Processes• Inconsistent or under-developed processes in key areas: • Content management • Story idea pitching and sharing • News delivery • Publication coordination • Executive outreach
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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
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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 worldGovernment 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
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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
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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
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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
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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 ([email protected])
• Social media consultations or post requests (or email [email protected])
• Self-service tools (Public Affairs intranet page)
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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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Lesson #1: Common priorities, mission, strategy
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Mission
The Division of Communications tells stories and uses strategic communications to advance Mayo Clinic’s mission and top strategic priorities.
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3 Main Objectives1. 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
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Communications Division Objectives
Transformthe Practice
Achieve OperationalExcellence
ExpandOur Reach
PEOP
LEPR
OCES
SES
OUTC
OMES
GOAL
S
Deliver Highest-Value Care toBe Most Trusted and Affordable
Achieve Mission-AdvancingFinancial Performance
Invest in Talent and TechnologyIncrease Mayo Clinic staff engagement
Increase Mayo Clinic’s brand strength and relevance
Support Mayo Clinic’s demand generation activities
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Lesson #2: Input, Expectations, Accountability
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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
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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
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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
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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
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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
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Lesson #3: Disruptive Change can be Good
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Potential Functional AreasFunctional 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
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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
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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
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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-
Questions and Discussion