the changing shape & role of internal comms / spotlight on gsk

The Changing Role and Shape of Internal CommunicationAndy Blacknell, Blacknell Ventures

EMPLOYEEENGAGEMENT

Interactive Emails

SOCIALCONVERSATIONS

Interact and Engage

Employees

INSIGHT & MEASUREMENT

Understand Communication

Performance

DISTRIBUTIONTEAM

COMMUNICATION Alligned & Branded

Local Comms

EVENT REGISTRATION

Event calendaring made easy

INTERNALCONNECT

Newsweaver Internal Connect

400 blue-chip and FTSE 100 organizations in 97 countries use Newsweaver Internal Connect to help them inform, engage and inspire employees

Elaine MacfarlaneVice President Global Internal Communication, GSK Website: www.gsk.com

Twitter hashtag: #nwwebinar

Andrew BlacknellChange & Communication Consultant, Blacknell VenturesWebsite: www.blacknellventures.com

Agenda Spotlight on GSK

Role & Shape

Channels

Some predictions

Q&A

5

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Spotlight on GSKElaine Macfarlane Vice President Global Internal Communication

Why did we introduce Shared Services for IC?

– Recession

– 20% cost reduction target set for all support functions

– Very variable spread of communication resource

– Draw all communicators into a single group

– People “stuck” in same role for years

– Agency model

8

What went well?

– No more hidden comms people

– Complete transparency

– Improved capability e.g. in digital

– Highlighted weaknesses very quickly

– Able to undertake much greater volume of work

9

The main elements of the Shared Services Model

10

Strategic Business Leads

Account Managers

Centers of Excellence(DigitalMeetings & Events)

GIC

What went well?

– No more hidden comms people

– Complete transparency

– Improved capability e.g. in digital

– Highlighted weaknesses very quickly

– Able to undertake much greater volume of work

– More scrutiny of communication deliverables across the business

– Able to review whole year with Exec team

11

Challenges

– Loss of reporting line

– Steady state for six months

– Service level agreements

– Career progression / capability of team

– Matching the right role to the right person / skillset

– Standardized, disciplined ways of working

– Central role for monitoring and project management (spreadsheets!)

– Deputy for “bigger clients” (HR)

12

What’s next?

– Digital and meetings / events CoE

– Constructive relationship with IT

– Three tiers of service

– Growth of sub-specialities and improved career paths

– Standardization and improvement

– Supplier management / cost saving

– Account management – coalescing across the business

– Capability building - business partnering and digital

– Measurement

– Email penetration

– Sharepoint 2013 / online experience

– Responsive website for Android devices / auto-translate

– Client satisfaction and Outcomes

13

Role & Shape

Function is more mature

RespectedAligned

0%

10%

20%

30%

40%

50%

60%

70%

80%

60% 72%

57% 68%

20132011

2013 Technology in Internal Communication, Newsweaver/Melcrum 15

Expectations are higher

Demonstrate ROIInvestment

0%

5%

10%

15%

20%

25%

30%

35%

26% 29%

23%31%

20132011

2013 Technology in Internal Communication, Newsweaver/Melcrum 16

If you measure up….

All

Those who can measure ROI

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

29%

50%

2013 Technology in Internal Communication, Newsweaver/Melcrum

Organizations who can measure ROI are almost twice as likely to be satisfied with the level of investment made in IC

17

IC Service-Delivery Model

Global Head of IC

Centre of Excellence

Digital Meetings & Events Traditional

Shared Services / Delivery

Intranet All other channels

Service centre

Business Leads /

Partners

Generalists Strategists

New technology

18

Stages of IC TransformationNot involved Imagining Inventing Implementing Improving

• No IC Function• Distributed and

variable • channels• capability

• Administrative

• National/Global IC Network

• Sharing of best practice

• Proof of concept• Pressure to do

“more for less”• IC as business

value driver

• Global IC strategy and processes

• Business case for IC investment

• Common channels and technology

• Use of common measurement

• IC service delivery model (business partners, service centre, centre of excellence)

• Specialisms and career paths

• Introduction of new consistent technology

• Partnerships

• Technology upgrades

• Service level agreements

• IC Benchmarks• “Everyone in” / no

IC capability outside of the function

• Outsourcing

19

Channels

How effective is social?

21

The email blindspot

22

23

A Case StudyBusiness change

Segmentation

Launch

Measures

Review

Revise

24

Some Predictions

Looking Ahead

• Benchmarks– open and click through rates by sector, topic and activity– content engagement index– measures of contribution to intellectual capital /

endorsements• More technology• Outsourcing

26

Which path will IC Function take?

High-performing, strategy-setting• IC Leads and sets direction /

partners with business• Highly skilled staff focused on

mission-critical roles / three critical skills:– Enabling leaders– Digital / collaboration– Measurement of ROI, outputs and

results

Low impact, low performance• IC follows business• Under-skilled staff who lack

the critical skills to make a business contribution:– Administrative– Measure inputs and

compliance

27

Define what IC needs to be great at to support the business

Better

Worse

At Parity

Needed to Play

Needed to Compete

Needed to Win

COMPETITIVE PERFORMANCE

STRATEGIC IMPORTANCE

Aligned

Strengths/ competitive advantages

Weaknesses/ competitive

disadvantages

Basics that may need upgrading

Surpluses for reduction or reinvestment

Gaps

Surplus

28

1. New technology / digital2. Change management3. Branding4. Business partnering5. Consulting 6. Content development7. Enabling Leaders8. Business partnering9. Resourcing10.Social / collaboration11.Employee Engagement12.Measurement13.Training & Development14.Conference facilitation15.Video16.Culture creation17.Print18.Workforce Diversity19.Contractor Management20.Corporate Social

Responsibility

Better thancompetitors

Equal tocompetitors

Worse thancompetitors

Needed to play Needed to compete Needed to win

IMPORTANCE

1

4

10

6

2

3

19

20

15

1213

14

7

9

1817

8

5

11

PERFORMANCE

16

Define what IC needs to be great at to support the business

Gaps

Surplus

29

To view the full webinar click here

To see how Newsweaver can work for you Visit http://www.newsweaver.com/

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