a giant transformation: the northwell health story giant transformation: the northwell health story...

The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA. © 2016 Society for Healthcare Strategy & Market Development

A Giant Transformation: The Northwell Health Story

Ramon Soto - SVP, Chief Marketing and Communications Officer, Northwell Health

Justin Wartell - Managing Director, Monigle

The Northwell Health Story9/13/2016

Let’s start with an apology…This is a vacuum. A vacuum sucks. So does this PPT template for showing off big, inspiring ideas. We will be going off template (although please blame Justin and not Ramon).


Today, we want to address three major questions that we think will be helpful to each of you

Make Change Happen Bring People Along Retool Marketing

How do you help an organization make big, scary new change happen?

Learning Objective 1: Learn specific approaches, new ideas, and different perspectives that can help an organization, big or small, get moving in a new direction

How do you bring along the dissenting voices –those that won’t say “yes” to brand?

Learning Objective 2: Understand strategies and tactics for bringing along all your stakeholders — even your most challenging contrarian voices —whether it be a hospital leader or a vocal donor

How do you build an organizational capability to support marketing in a new way?

Learning Objective 3: Learn how to reorganize the marketing function to better connect strategists and communicators to the audiences they serve


Let’s start with some context – who isNorthwell Health?

9/13/2016 The Northwell Health Story

What became Northwell is one of the largest, diversified health care delivery systems in the US

• 21 Hospitals in Westchester, Staten Island, Manhattan, Brooklyn, Queens, and Long Island

• 450 ambulatory facilities with four million patient visits annually

• World class research staffed by more than 2,700 Researchers

• Medical education including the first new medical school in NY in 40 years

• A growing health insurance offering

We’re talking about a diverse organization reaching across a huge geography, and growing quickly!


Unfortunately, the experience and portfolio was disconnected and complex for just about everyone


At the same time, the organization’s voice was being lost in an increasingly noisy market


In a world where brand, system-ness, and coordination matter, this just wouldn’t work


Add to the mix a new leader coming from outside of health care delivery

• New role created with a Marketing emphasis and broader purview

• Background:– 2014 ExecRank CMO Ranking –

#29 Nationally– Past experience with Magellan Health

and Aetna– Understanding of agencies, storytelling,

big budgets, and how you deliver integrated experiences

• And fundamentally the savviest political navigator ever


So what was the goal here?


It was time for an insight-driven approach to a new brand and experience


Building anInsight Base

• Stakeholder Deep Dive

• Touchpoint Audit

• Competitive Assessment

• Consumer and Employee Qual

• Consumer, Physician and Employee Quant

Defining a New Brand

Bringing to Life a New Experience

Activating for the Long-Term

• Brand Platform Development

• Brand Architecture Strategy

• Definition of Brand Experience

• Naming (powered by Interbrand Health)

• Logo Development

• Design System Development

• Guidelines

• Online Brand Management System

• Activation Planning

• Templates and Tools

• Governance Program

• Advertising (powered by JWT)

• Launch Activities

6 months

We started with an insights base; the team engaged a lot of people


N=2,000

Male and female, 21+ years old, healthcare decision makers, are insured, reside in one of the following counties: Nassau, Manhattan, Queens, Richmond, Suffolk

N=100

Currently in clinical practice; private practice or voluntary physician; refer or admit patients to North Shore-LIJ Health System; practice in one of the following counties: Nassau, Manhattan, Queens, Richmond, or Suffolk; panel-sourced

N=189

Sample source: North Shore-LIJ contact list

N=4,196

Sample source: North Shore-LIJ contact list

ConsumersVoluntary Physicians

Employed Physicians

Employees

And one of our biggest learnings was the unique role of innovation in the NY metro market


Consumer Top 10

1. Has the best medical outcomes for its patients

2. Offers the latest medical treatments

3. Provides individualized care specific to patients’ unique needs

4. Uses the latest medical technologies

5. Cares as much about keeping people well as getting them well

6. Provides coordinated care for all of a patients’ healthcare needs

7. Conducts cutting edge medical research that improves quality of care

8. Is relentlessly innovating to improve patient care

9. Is focused on preventive care and wellness

10. Provides access to the most diverse group of specialists

Driver Ranking (out of 43)

Across all audiences, five drivers were present in the top ten for each group


Consumers Vol. Phys. Physicians Employees

Quality: Has the best medical outcomes for its patients 1 1 1 1

Innovation: Offers the latest medical treatments 2 3 9 7

People-Centricity: Provides individualized care specific to patients’ unique needs

3 2 4 3

Wellness: Cares as much about keeping people well as getting them well

6 5 2 2

Innovation: Is relentlessly innovating to improve patient care 8 4 3 4

Driver Ranking (out of 43)


As important as the insight was our ability to disprove paralyzing internal hypotheses

OUR LOCATION ON LONG ISLAND IS A DETRIMENT TO OUR BRAND SUCCESS

Hypothesis #1:



While there was a subtle quality halo for care provided in Manhattan…


…but the location of our base of operations is unimportant

558Highest

Utility Score

LowestUtility Score

4

745

4

CONSUMERSVOLUNTARY PHYSICIANS

EMPLOYEES

ManhattanLong Island 13

13 Manhattan

Long Island 35

9

622

2

PHYSICIANS

Manhattan

Long Island 10

3

571

3

Manhattan

Long Island 12

3

Outmigration is driven by our performance on the attributes that matter and not by our location


HOSPITAL LEGACY NEGATIVELY IMPACTS BRAND ASSOCIATIONS

Hypothesis #2:


One particular legacy appears to drive higher levels of quality and experience association


Health System Creation Scenario (Selection Frequency)

Highest Quality of

Care

HighestQuality of

Service

BestOverall

Experience

A group of existing hospitals coming together. 15% 14% 14%

A hospital combining with existing physician practices and other existing points of access like outpatient and urgent care centers.

46% 44% 46%

A hospital opening its own new physician practices and points of access like outpatient and urgent care centers.

16% 18% 16%

A corporate entity acquiring and combining existing hospitals, physician practices, and other points of access like outpatient and urgent care centers.

9% 10% 9%

Unsure 15% 15% 16%

Expectations of Hospital Systems - Consumers

Q8.7: From which of the following situations in which health systems were created would you expect to find the highest quality of care, service and experience?

Hospital-based legacy does not have to be a hindrance; there may be an opportunity to communicate our legacy in a positive way


THE STRONGEST BRANDS HAVE A SPECIALIZATION OR AREA OF FOCUS

Hypothesis #3:


Stakeholders prioritize multiple care types over specialization…


117 112

103

114

66 69

31

38

-

20

40

60

80

100

120

140

Consumers Voluntary Physicians Physicians Employees

Importance: Clinical Specialty & All Types of CareMaxDiff Utility Scores - All Audiences

All Types of Care Clinical Specialty

…but strength in specialization appears to drive only one behavioral metric - recommendation


Own our diversity and system-ness by striking a balance between clinical breadth and depth


So…what does this all mean for the brand?


At every level of the organization, a different future was envisioned


from to

• Power to the people

• Preventing a problem

• Predictive info put to use

• Decoding and unlocking

• Seamless experience

Hospitals are the norm

Hospitals as they exist today will be no more

Power to the physician

Reacting to a problem

After-the-fact analysis

Observation, trial and error

Disjointed experience


Brand Positioning:

Transformative leaders driving the future of health

Brand Pillars:

Relentlessly pushing forwardUnmatched breadth and depthDelivery with humanity

Brand Attributes:

Passionate & EnergeticDynamic and all-in; driven to take action, get things done and take our care to new heights

Caring & CommittedConcerned with the health and happiness of others; truly invested in the needs and feelings of the people we serve

Confident & CourageousSteadfast in the pursuit of our goals; we see challenges as opportunities to destroy the status quo

With the brand defined, more than 600 candidates were generated and screened, and a winner emerged (following internal socialization and testing, of course)…


From here, a new world emerged…


Color families streamline color usage


Elements of the ‘constellation’ symbol guided the overall look and feel of key touchpoints



Hospitals each received unique logos – to preserve local equity yet create portfolio cohesion…

…but, remote treatments simplified the complicated brand architecture


A new tone of voice enabled the organization to communicate more distinctly


VOICE PRINCIPLE #2

SPEAK THROUGH ACTION

Open with an outcome. Lead with a good deed. Give verbs the stage. Actions speak volumes.

VOICE PRINCIPLE #4

WE GET YOU; YOU GOT THIS.

Speak like a fellow patient. Be certain, matter-of-fact; provide reassurance and relief.

VOICE PRINCIPLE #1

KEEP CALM AND STAY FOCUSED

Prioritize and streamline. State your claim and stick to it. Be certain, thoughtful, precise.

VOICE PRINCIPLE #3

INVITE OTHERS INTO OUR BIG IDEAS.

Inspire and excite people by empowering them to think big and see their part in the future.

Guidance on how we can translate current communications to a new style enable action


FROM THAT: TO THIS:

Providing Giving, we offer, we believe in

Renowned Established, in good company, proud partners

Enhance Improve, make better, grow, fine-tune

Fostering Help, nurture, look after, grow, care for

Strive / aspire Do, achieve, envision, go after, pursue

Leverage Take advantage of, use, make the most of

Utilize Use

Dynamic Hands-on, proactive, ongoing

Enable Help, make possible, let, allow

Impacts Makes a difference, changes, results in

Innovative / innovation New, ground-breaking, life-changing

Training modules for brand, verbal and visual brought brand users along


An online brand center enabled easy adoption and even easier usage by the brand team


One key to launch was making a big statement in the market


$18M Media Investment

• Islanders sponsorship activation

It was just as important to have people engaged, trained, and ready to deliver

• Brand Training, Visual Training, Verbal Training were all deployed to brand advocates prior to launch

• A governance program was deployed to ensure that process discipline was in place as new challenges to the brand were raised

• An online asset management system with dynamic guidelines, tools and resources became the hub for all things brand starting prior to launch

• Community outreach ensured awareness and understanding


Role of Brand for Our People

And now, we introduce Northwell Health to the world…


Let’s talk results…


Awareness of the name change is growing quickly


Core NorthwellMarkets:

40%

Volume is rising – Northwell has seen a sustained 40% increase in online appointment requests


200M Impressions

Momentum is also growing across all digital KPIs


Northwell Health Website

Digital Advertising

72% Increase in Users

85% Increase in New Sessions

34% Increase in Organic Search

130% Increase in Social Traffic

12.7M Video Completes

49% Increase in Direct Traffic

50% Increase in Page Views

Social Media Channels

But where to next?


It was time to change the thinking about the role of marketing – an integrated marketing model


Manage Brand Efforts to More Affordable/Powerful Asset Use

Adjusting Our Marketing Model

• Adjust Media Mixto Owned Media assets

• Develop Owned Media (Digital Assets) to Engage Consumers

• Shift Advertising budget from $20M year 1 launch budget to $10M Year 3 run rate budget

Shift From Paid Media Owned Media Over Time

- Website- Online Videos

- Social Media- CRM E-

Campaigns

- Press- Online Reviews

- News Room- Reputation

- Print- Broadcast- OOH- Radio- Paid Search

INTEGRATED MARKETING &COMMUNICATIONS

This included taking a fresh look at org structure…


Current State – Silos, No Common Process

Comms

Public Relations

Internal Comms

Executive Comms

Social Media

Studio

Marketing

Brand Management

Design

Sponsorships

Advertising Research

Digital

Technology

Web Ops

PMO

CRM

Service Line

Clinical Service Lines

Strategic Initiatives

…and led to a new structure with centers of excellence aligned to organizational priorities


• Technology & Innovation

• Web Operations• Social Media

• Corporate Reputation & Thought Leadership

• News Operations• Regional PR• Executive

Communications

• Employee Communications

• Engagement Execution• Internal Branding• Event Management

• Coordination Gateway• Clinical/Service Line

Marketing• Strategic Initiatives –

M&A, JVs• Regional Marketing

Support

• Brand Management• Design – Print &

Digital• Sponsorships• Market Research &

Insights• Media Buying and

Management

• Content Strategy• Online/Offline

Content• Video & Photography• Broadcast – Focus on

Health

• CRM• Marketing Data

Management• Big Data Insights

• Project Intake• Project Coordination• Project Management

Process

Internal Comms

Strategic Marketing

IntegratedMarketing

Content Management

Marketing Analytics

ProjectManagement

Digital Public Relations

New Model – Centers of Excellence, Integrated

And a best-in-class customer engagement platform to target with unparalleled precision


Let’s talk about the Key Takeaways we’ve been working to address throughout


Power of Pace Momentum

Non-Traditional Thinking

Political Consensus Building

Decisions are often slowed by the diversity of perspectives involved in health care decision-making. Think about not taking on the pace of traditional health care. Other industries move quicker; why can’t we? Support the process of cultural change where action is valued when supported by data and where ‘failing forward fast’ is actually a win.

Are you built for how people want to engage with you? Most health care marketing functions look exactly the way they did 40 year ago. What about the processes and approaches around brand? We have to be inspired to think differently and to trial new thinking – engage partners differently, push for different rather than safe work. Think differently.

Are you building the personal capital that you need to make things happen? Sometimes, it’s about a relationship based on data. Think about your audience and how they make decisions –sometimes it’s a personal visit, a data-rich presentation or even the repetition of a message.

The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA. © 2016 Society for Healthcare Strategy & Market Development

Q&A/DiscussionRamon Soto

SVP, Chief Marketing and Communications Officer

Northwell Health

[email protected]

Justin Wartell

Managing Director

Monigle

[email protected]

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