Jul 302015

Communication between groups of people is most effective when participants are engaged, and the discussion is both inclusive and collaborative. Creating an ethos of conversation, rather than a one-sided presentation, for critical discussions can better leverage the collective intelligence of the team, make solutions to organisational problems better and more comprehensive, and improve ownership for execution of ideas.

I wrote last year of the importance of being prepared to defend your pitch – ie approaching the meeting with a view to actively engage in a deliberately stimulated dialogue, rather than hitting and hoping an unbriefed audience with a battering-ram of a deck. This piece in the Harvard Business Review looks in more detail at how to effectively define the setting and content to generate a conversation. Of course there’s always the question of giving away your thinking before the meeting (although whoever has the deck ready before the morning of the day – and isn’t there always the assumption that no-one looks at it prior anyway?).

The HBR piece speaks to the importance of engaging with the client during the development process – and this is a challenge in itself with the increasing limitations on client contact during the increasingly regimented pitch processes. However, by setting out with the intention to deliver the pitch content ahead of time it should help structure the pitch development process to build in rather more time to reflect on the content than the time it takes to drive to client HQ. And by taking the time to really challenge the internal team on the anticipated questioning it should stand the pitch team in an ideal position to go beyond knowledge demonstration, taking advantage of a captive audience, and starting to build a relationship through the chemistry of conversation.


Create a Conversation, Not a Presentation

Mar 302015

An interesting piece in the HBR to encore yesterday’s post…

We have become a society of specialists. Business thinkers point to “domain expertise” as an enduring source of advantage in today’s competitive environment. The logic is straightforward: learn more about your function, acquire “expert” status, and you’ll go further in your career.

But what if this approach is no longer valid? Corporations around the world have come to value expertise, and in so doing, have created a collection of individuals studying bark. There are many who have deeply studied its nooks, grooves, coloration, and texture. Few have developed the understanding that the bark is merely the outermost layer of a tree. Fewer still understand the tree is embedded in a forest.

Mar 292015

Frequently I’m contacted by recruiters casually sounding me out for names of likely candidates for their obviously hard to source positions. Fairly frequently I have agencies talk to me about starting an offering in Asia and likewise they want to understand the availability of talent on the ground or the unique qualities that might be called for to practice in the region.

First the proximate challenge, the ready availability of individuals with prior experience in Asia. It’s true that there simply aren’t many. The real reason though in my view are the blinkers that have recruiter and agency ring-fencing their candidates into subdivisions that make increasingly less sense in the real world. Health care is niche enough, without actively forcing disciplines apart.

Asia is increasingly driving the bottom line of global pharma, pharma are increasingly looking to establish themselves in the region, eg GSK Consumer’s move of its global marketing operations to Asia. Many new R&D centres have sprung up across the region over the last decade.

So with what looks to be on the surface at least a burgeoning sector, why the lack of an across-the-board spread of talent in the region. If we start by looking at the disciplines and their traditional descriptors and then pin then to an outcome-relevant framework we end up with the representation in Figure 1.

Figure 1. Integrated or Siloed?

In summary what this sets out is:

  1. Science builds the Foundation – This is the Diagnostic phase, understanding needs and gaps
  2. Creativity drives brand Recognition – This is about Exploring responses to proposed product positioning
  3. Connections create a web of BeliefConviction will follow dialogic engagement around a consistent message
  4. The economic Value story leads ultimately to commercial Success – Payers can hardly look beyond a Compelling proposition.

Siloing and hyper-specialization in any context, and as discussed in the linked piece – especially in science, diminishes effectiveness. The situation we have globally in the health care communications sector is akin to having four distinct silos with little crosstalk. In Asia Pacific in reality the situation is somewhat different given that regional and market-level work is mostly focussed on branding and PR. Figure 2 represents the state of play here. That the scientific aspects of market shaping are primarily managed globally, and health technology assessment is not yet critical to many emerging markets might explain the lack of available talent in these disciplines in the regions, but it doesn’t help with efficiently articulating a complete go to market story.

The amount of meaningful devolution to key emerging markets by pharma will ultimately shape the regional communications sector and talent availability in the region. But back to the question at the top, who’s actually struggling to hire if the sector in Asia doesn’t need full spectrum integration?

Put simply, it comes down to the big groups having a macro level perception of a pressing need for integration, which combined with any number of loose acquisitions and global networks (that are in reality so peripheral as to be in reality competitors) is seeing a knee-jerk response to get ahead of the curve. Instead of understanding the market and how they might better leverage their current regional capabilities they announce a sudden strategic imperative to ‘understand the science’ perhaps to potentiate opportunities in specialist pharma.

In the end all this achieves is a lot of over-extravagant resourcing briefs, for positions which – if they are filled – are likely to leave their new occupiers, in the absence of any realisable strategy, and any definitive uplift in client spend or strategic decision making authority, beating against an impossible wind.

Fragmented and Incomplete

Figure 2. Fragmented and Incomplete