iabc convergence summit keynote

©2014 MFMER | slide-

Convergence of Internal and External Communications at Mayo Clinic

Lee Aase & Annie Burt IABC Convergence Summit 2016

#IABCMNSummit

2

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

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

6

7

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

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 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

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

17

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 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

21

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

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 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

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

32

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

34

35

36

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

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

39

40

41

42

43

44

45

46

47

48

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

50

51

52

53

54

55

56

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

©2014 MFMER | slide-

Questions and Discussion