Communications & Culture
Corporate communications is no longer a simple newsletter, speech writer, or branding exploit 'from the desk of The CEO.' It is about generating radically new stakeholder experiences driving more demand for our clients’ existing offerings. We will analyze and then restructure a client’s mix of channels to have a more prominent position to:
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Question: How do we design change transformation in organizational culture with a collaborative, strategic framework for dynamic business functions?
If you agree that language is the basis for mental development and perception of the world, then the structure of the English language (beginning with subject-then verb-and ending with object) is in direct contradiction with the theory that reality might be a closed-loop system. The closed-loop system is how the flow of interrelationships exists. In 1990, systems thinker Peter Senge so eloquently outlined in The Fifth Discipline in 1990. Dr. Senge explored the idea of the learning organization as a dynamic system and in a constant state of continuous adaptation and improvement; a closed-loop system. The challenge remains how to put forth a dynamic system in accord with what may be built into a completely different set of rules. We think it has everything to do with leadership.
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"A shared vision is not an idea.
It is not even an important idea such as freedom. It is, rather, a force in people’s hearts, a force of impressive power. It may be inspired by an idea, but once it goes further -- if it is compelling enough to acquire the support of more than one person — then it is no longer an abstraction. It is palpable. People begin to see it as if it exists." 'Few, if any, forces in human affairs are as powerful as shared vision.” Peter M. Senge |
Solutions
Transformational Organizational Culture |
As this newly formed project management office responsible for change management programs including employee (stakeholders) buy-in for the hospital’s digital transformation to enterprise wide information systems (Cerner and McKesson) for 7000 employees/12 sites, ran and operated a fully executed selection campaign tied back to user training for user experience initiative for adoption and adaption advocacy.
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Naysayers always loom when change is in bloom.
With engineering management, redesign (and support) upgraded software systems for interoperability for all therapeutics and procedures for endoscopy medical devices and hospital software. Successes were met but not everyone was an advocate. Sound familiar?
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Align Strategic Priorities |
Design with Executives, Strategy
Countless times, organizations have believed they are ahead of the curve but find themselves ‘data rich and information poor.’ The phrase was introduced over 35 years ago and never before now has it been more meaningful. To launch a new division takes initiative to identify "whitespace" opportunities and digging deep to identify the potential challenges and risk mitigation maneuvers. |
Cultivate Strong Connections,
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The CEO of Pfizer, Mr. Albert Buora said to the audience, “when I was starting out, all anyone really cared about was getting a job and keeping a job. Now, we need to have a deeper relationship with our employees and that means recognizing diversity as an asset.”
Stakeholders and Team Management Through analysis of shared resources and customer experiences, mapping supply chain resources and customer procurement, achieved divisional integration of 7 major business units under one holding company to deliver a system and unique process to its multi-conglomerate clients, globally. Generated new solution called Speedline and contracted multi-year agreements globally with client manufactures. |
Data Drives Strong Digital Decisions |
In 2008, about five months before Lehman Brothers collapsed catapulted by the subprime mortgage fiasco, Richard Thaler and Cass Sunstein published Nudge: Improving Decisions about Health, Wealth, and Happiness. It was the first formal use of the term “choice architecture.” This means it is the design of the different ways choices can be presented to consumers and decision-making. Taking the concept further, Daniel Kahneman published the best seller, Thinking, Fast and Slow. Kahneman questions our general confidence in 'natural, human judgement.'
Analytical Approach This strategy transformed the health care provider experiences by building unique solutions that nudge at Point of Care inside EHR and eRx for pharmaceutical clients. |
Connective Stories |
As a direct result of digital transformation, individualism has become the norm. Collectivism focuses on group goals as the individualist is motivated by personal rewards and benefits. Projective selling built on features and benefits was an adequate method used in past generations as information only prevailed for targeting groups of demographic / psychographic segments. The digital tech environment has given marketing the data driven tools to enhance its communications as hyper-targeted to specific users in specific contexts.
Within a fraction of a second, algorithmic software handles the sale and placement of digital ad impressions via ad exchange platforms. Instead of buying based on keywords only, programmatic search allows marketers to use audience insights to power both how and to whom their search ads get displayed. It’s all about “the personal.”
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Case Studies
Key People of Influence
Peter M. Senge
In his best-selling book, The Fifth Discipline, Peter Senge outlines "Eleven Laws" to understand business systems and to identify behaviors for addressing complex business problems. It starts with 1. Today’s problems come from yesterday’s solutions.
In his best-selling book, The Fifth Discipline, Peter Senge outlines "Eleven Laws" to understand business systems and to identify behaviors for addressing complex business problems. It starts with 1. Today’s problems come from yesterday’s solutions.
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Peter Michael Senge is an American systems scientist who is a senior lecturer at the MIT Sloan School of Management, co-faculty at the New England Complex Systems Institute, and the founder of the Society for Organizational Learning.
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2. The harder you push, the harder the system pushes back.
3. Behavior grows better before it grows worse. 4. The easy way out usually leads back in. 5. The cure can be worse than the disease. 6. Faster is slower. 7. Cause and effect are not closely related in time and space. |
8. Small changes can produce big results, but areas of the highest leverage are often least obvious.
9. You can have your cake and eat it too but not all at once. Not either/or. Allow time for solutions to work. 10. Dividing an elephant in half does not produce two small elephants. 11. There is no blame. |
Services We Offer
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Advising interviewing skills
Align departments effectively Communicate w/attorneys, govt regulators, emergency responders, politicians, as necessary Communicate with data Communications with customers and prospects Communications with employees Communicatee w/key stakeholders-C-Suite & investors Communications with media and general public Corporate communications Corporate eLearning Corporate learning culture Creating printed materials |
Cross-cultural communication
Define organizational goals Draft emails and memos announcements eLearning program development Employee events management Establish emotional connection Facilitate group brainstorming Protect organization’s reputation Human resources management Leadership Learning Management System (LMS) Liaison Manage internal blogs, newsletters Manage press coverage |
Monitor news for mentions
Organize interview briefs Presentations and public speaking Product launches Project management Public and media relations Research w/critical thinking Set tone for communication Social media strategy Technical skills Vendor management Website copy Write / distribute to garner coverage Writing skills |
Thoughts
Connect
Business or Partnership Inquiryinfo@healthcaretechnicalsolutions.com
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