Workin’ the changes, enjoying the ride

I’ve had the privilege of directing external and internal communications “in the trenches” during four major industry revolutions over the last several decades.

From a communicator’s standpoint, what do they all have in common? The need to win over the hearts and minds of those people whose daily work is most impacted by the change, as well as those leaders who must invest their money and resources in the transformation.

Here’s my journey.

Quality matters: getting it right every time

Believe it or not, there was a time when the unwritten rule in manufacturing was “just get it made, and if it doesn’t work right, we’ll fix it later.” Budgets were based on this. Neither management or skilled labor cared much about quality; the focus was quantity. Their working relationship was adversarial.

Then, after Japanese carmakers carved away American-brand market share with reliable, high-value products, Detroit’s Big 3 leadership got serious and hunkered down with the UAW union, forming on-the-production-floor quality circles driven by input from the teams. Ford’s “Quality is Job One” mantra was a fresh idea, mission and marketing niche. They meant it, and it worked.

My work: As I sung praises for advanced data-gathering tools and statistical quality control for my clients, I articulated the transformation of both the people and the technologies, and enjoyed watching the turnaround.

The take-away: the power of integrity and commitment, supported by advanced technology.

At right: Artwork from our marketing communications; aircraft manufacturing quality control

 

Wringing out wasted time, effort and money from manufacturing processes

A 10-year quest for me. I promoted data tools, robotics and other flexible automation that eliminated downtime and reduced expensive work-in-process that would sit in piles waiting to go into a final product (Re: Just-in-Time; Lean processes). Resistance was high.

My work: Convince leadership to invest and workers to embrace the change, not sabotage it. I did the PR and marketing communications for over 10 innovative companies that sold these technologies to automotive, aircraft/aerospace and other manufacturers.

The take-away: when all is said and done, a talented and engaged workforce is even more important after automation takes root, not less.

 

The world is flat

Globalization was flattening the business world, and we witnessed customer call centers, IT work and other services move offshore. I helped to articulate and market the more sensible “best shore” approach that leverages a productive and cost-effective combination of resources.

My work: communication during overhauls in the IT and law industries.

The takeaway:  the financial value of a satisfied, life-long customer should be the key focus.

 

Doctors don’t want to be clicking on a keyboard when they’re with a patient

Technology was my entry point to the healthcare industry, and I was amazed that so many clinicians weren’t using computers to document patient care so that digital records could be easily shared.

Momentum only came after competitive pressures, plus federal government incentives and threats. Then the race was on.

My work: for three years, I directed the communication team for the largest implementation of a single comprehensive Electronic Health Record system to date (in 27 hospitals, 400 clinics).

The take-away: be sure to uncover the resistance to high-impact changes, and focus on getting the voice of the peer champions out there to address it.

The latest

Recent journeys have included care delivery transformation and integration of partner organizations. Change is the only constant; my career has celebrated this fact. New adventures to come.

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Communications during integration of hospitals and medical groups: Lessons Learned

Here’s what I’ve learned from directing internal communications to manager and all-employee levels during integration of their hospital or medical group organization into our large health care system.  I’ve done two of each.

• Develop an over-arching communication plan incorporating all HR, IT and other work streams to ensure consistent messaging to impacted populations (theme, tone, format, terminology).
  • Emphasize positive outcome/future for both organizations
  • Acknowledge short-term inconvenience during change (transparency)
  • Establish channel/vehicle for regular updates to leaders/managers

• Use a consistent message structure that clarifies what will not change, what will change “now” (i.e. at go-live or start date), and what will change later.

• Stop the bombardment of one-off email communications about individual aspects of the integration; instead, rely on a weekly rolled-up update (e-newsletter format preferred) that provides everything managers need to know about what’s happening when, and action items. Another version could go to all employees.

• Equip executive leaders and managers to deliver key messages /information to their employees, always providing clear “actions required” of both the managers and the employees.

• Align with union contract negotiation timing and politics; fully clarify what applies to each group.

Kadlec Regional Medical Center in southeast Washington; we integrated all employees there into Providence HR, IT and other systems/services in 2015.

Thanksgiving is Story-Telling Time

Thanksgiving is a time for gratitude, reflection … and family stories recanted over mincemeat pie.

Want a lesson in extremely compact story telling?  You may have seen AT&T’s Rethink Possible TV spot.

If these guys can visually tell the life story of a fictitious future U.S. president right up through inauguration, along with the meeting and courtship of his parents, in 30 seconds, and still have time to include a leisurely look at the parent’s curious, flirtatious first glances …  while demonstrating the cell phone technology that made the meeting possible …. then certainly we B2B PR content developers can deliver a case study in a one or two short paragraphs.  Some of us do.

Happy turkey day to all my colleagues and friends.  I’m going to try my hand and making a mincemeat pie from scratch – complete with rich, brandy-fortified hard sauce.

Sharing PR Expertise with Nonprofits on a Speed Date

One thing I have realized over the years is that seasoned PR pros are prolific idea people.  Lots of creativity, with a persistent “can do” attitude.   They know what interests and motivates a given audience, and what channels to use to get to them.

This was evident at an exhilarating one-day event to help out local nonprofits in the L.A. area last Saturday, called Quality Time with PR Minds, sponsored by PRSA-LA, Kaiser Permanente, RAND Corporation, Allison & Partners, PainePR and others. Teams of PR volunteers provided free brainstorming for nonprofits that have limited funds and resources for retaining professional PR counsel.  Speed-date consultation, if you will.

The mix at this event included folks that could add a good dose of marketing communication savvy, making each group of 3 or 4 volunteer consultants a potent little brainstorming forum.  The non-profit beneficiaries kept their pens scribbling, their heads nodding, their responses juiced. They were smiling.

My team sessions were for Volunteers of the Burbank Animal Shelter, and L.A. Cada (Los Angeles Centers for Alcohol and Drug Abuse) and they were revved up, with ideas ranging from maximizing the awareness-building effects of a 40^th anniversary event to viral video strategies featuring personal benefit-success stories. Lots of practical thoughts about efficiency and reach, also.

Someone working with or for a nonprofit who is very close to a given equation for too long needs fresh perspectives.  The nonprofit representatives not only got ideas they hadn’t thought of, they got obstacle-dodging strategies for many of the avenues they had previously explored and dismissed.

It feels good, no, feels great, doing this.  My hats off to the insightful colleagues that I met, or reconnected with, during this event.

Taking a New Approach to Reaching the Real Buying Influences

Just when you think you fully understand the buying influences and the right messages, think again.

One thing that I’ve learned during my career is to routinely take a second or third look, after you think you’ve got a market all figured out. BtoB buying influences can easily allude the marketer or PR pro who goes with “obvious” conclusions.

Digital Metrology in a Crowded Field

Early in my career I worked with an Italy-based company (DEA) that made multi-axis, robotic-like digital equipment for probing durable goods components to measure dimensional accuracy.  During the automated routine, the probe would touch points on the part, ensuring that holes and features were within tolerances specified to meet quality objectives.

Back then, the new kids on the block in the manufacturing world were the “quality” people, working in lab coats in Clean Rooms, carefully measuring samples (first parts of a production run, for example).  These were the typical users of the Coordinate Measuring Machines (CMMs) our client was selling. So of course, it would make sense to direct the advertising and PR toward these Quality Control engineers.

What we didn’t first realize and acknowledge was that the Manufacturing and/or Production Engineers (the guys that specked out and ran the “dirty” work out on the shop floor), actually controlled more budget dollars for the Clean Room quality control equipment than the quality guys.  Plus, the Manufacturing Engineers were starting to get the CMMs out onto the production floor to achieve faster checking and higher sampling.

So, while the heavy competition (there were more than 12 CMM builders at the time) were still grinding away with their ads and PR in Quality and Quality Progress magazine, we targeted the publications that the Manufacturing Engineers read – and created messages specifically relating to their world.

DEA’s market share steadily grew, while others floundered or disappeared. DEA was later bought by US-based Brown & Sharpe.

Application Stories Fueled B2B Manufacturing-Tech Leadership

Early in my career in the years “B.I” (Before Internet), I began experiencing first-hand the marketing power of pumping out useful, insightful content to the marketplace.  My colleagues and I proved that we could magnify the perception of a very small company as a leader, by demonstrating what they know.

Our Detroit-area agency did the marcomm and PR for a Bridgeport, Connecticut manufacturing-tech specialist and system builder,  Bodine Assembly & Test Systems.  Bodine had one basic carousel system format that they applied to the assembly of products in dozens of industries, from consumer padlocks and batteries to fuel injectors, to little telecommunication connectors.  Fascinating to watch.

My on-going program focused on demonstrating the depth of their custom engineering genius, applied successfully for so many different product manufacturers.  We created a direct mail mini-magazine, videos, advertising, PR, trade shows – a comprehensive mix. Lots of testing technology news. And we helped top executives to speak out, on subjects such as quality assurance to lean manufacturing.

The biggest element was the application stories. The trick was beating the proprietary-technology roadblocks that so many of Bodine’s customers would put up, many times for good reasons since the assembly process contributed significantly to their competitive edge.  But we worked with them, or around them.

Door Hardware Application in Bodine's Direct Mail Mini-Publication

Showing the “nuts and bolts” of applications helped prospects visualize themselves as users of the technology.  We also had our version of the Human Interest angle … let’s call it “Engineer Interest.”  For instance, we told the story of how an older Bodine synchronous assembly machine that had been making garter belt clips, of all things, was sold and converted into a machine to make electrical products. Women’s fashions had changed, markets shifted, and the technology got re-applied.

Over five years time,  we proved that our awareness-building programs worked, with metrics from publication-sponsored research, and from Bodine’s successful entry into new markets, fueled on the front-end by marketing communications.

Also see my May post on persuading top management.

“Will It Blend” is the Ultimate Demo

More ideas to borrow for BtoB marketing:

No one can deny the success of Blendtec’s “Will it Blend?” viral-video marketing strategy.  It’s both a BtoC (home blenders) and BtoB (commercial blenders) equation. It’s proof of the power of the demo, especially when you take it to an extreme…and have some fun with it.  The no-to-low cost nature of this campaign is the biggest news.

CEO Tom Dickson hosts the hugely viral video series

There’s dozens of these goofy demonstrations on YouTube; their smiley CEO Tom Dickson blends iPhones, Transformer toys, even Bic lighters (their “don’t try this at home” disclaimer is serious).  I don’t play golf, so this one (below) certainly doesn’t disturb me one bit.

How do you apply the demo video to less-visually-dramatic BtoB products and services?   Take a close look at what time-lapse could do for you – whether it be actual video footage or graphics.

B2B Marketer’s Challenge: Cutting Through the Clutter to Persuade Top Management

I am now in the 4^th stage of my career.  This post begins a series on these stages, with some insights I have gained along the way.  Stage  I (below) was my “heavy-duty” period.

The struggle of manufacturers during this deep recession to get support from banks for investments in new technology and capital improvements reminds me of the challenges of the first stage in my career.

One of the toughest industrial marketing communication assignments is the job of trying to get top management to consider investing in new manufacturing capital equipment.  In the 1980s and early 1990s, it was my mission, my daily toil. I did it for a dozen and half different companies who engineered and built robotic cells, lasers, controls and all kinds of bizarre-looking automation.  These companies had to succinctly demonstrate the ROI of their systems to their market, which was the manufacturing industry, or else shrivel up  as just another “clever idea.”

The trick on the front end of the sales cycle was to promote these technologies with messages that would actually get noticed and absorbed. The recipe was a mixture of persuasiveness, tersely-stated bottom-line benefits, and creative clarification of how the improved process / technology worked. The audience was extremely skeptical.  We were asking these potential customers to consider risking millions of dollars, or tens of millions, based on our claims.

The Tools

Case studies were big, and this put me in the thick of things – crawling around violently-noisy machine tools, climbing high into towers of automation, getting intimate with lightening-fast assembly systems – all to get accompanying images, and also to get a real feel for the technology in use.  I talked regularly with production supervisors, engineering management and mahogany-row execs.  Being in the trenches was fascinating and at times, extremely strenuous.  I’ve been yelled at by shop union stewards, and spent evenings scouring dense process charts.

What was being made by the industries served? Airplanes, appliances, sporting goods, cars and trucks, computer products and telecommunications widgets, padlocks, Barbie Dolls, even breakfast cakes.  I worked for some software and integration companies also.

We would rifle-shot our ammunition on more than one battlefield. The channels were simpler then – primarily business and trade publications, supplemented by targeted direct mail. Content was the key.

What I Learned

Most promotional information that is spewed from companies with a complex technical offering is in one of two categories: it either consists of large quantities of engineering detail that can’t be deciphered by top management, or it goes in the opposite direction – it’s AdSpeak fluff that bores and/or patronizes the reader.

We designed outreach programs that avoided both mistakes. I learned how to write and produce brief, meaningful content that clarifies a compelling value proposition, and included enough concisely-stated substantiation to be credible to a CEO.

Messaging was on three levels:

1)      Brief, poignant and ROI-oriented messages for the highest-echelon execs

2)      Case studies and perspective papers to convince manufacturing management

3)      Video programs for production supervisors and process engineers…seeing it at work increased their comfort level with the technology.

It’s some of the hardest work I’ve done.  For the target audience, there’s scarce capital and valuable floor space at stake.  Persistence was essential – most of these programs were multi-year, and several were between 5 and 10 years in duration.  Staying on message was a priority, yet we had to constantly find fresh ways to say it and to disseminate it.

I have applied many of these skills to describing and promoting IT systems in recent years. Most importantly, I learned a lot about a number of industries and what makes them tick.

Let Engineers Tell their Stories

During the late 1980s and 90s, I spent a great deal of time writing case studies on behalf of manufacturing technology specialists, the companies that innovated new controls, automation and processes used to make durable goods.   The work took me to plants throughout North America and parts of Europe.

There were numerous obstacles.  General Motors had a policy against endorsing “suppliers” in articles, and would not allow their engineers to be quoted or GM’s name to be used. This is back before they needed supplier’s good will and cooperation as much as they need it today.

Sometimes, we found ways to bend the rules.  Once or twice, we just plain broke them.

I always remember being in a Maytag manufacturing plant in the early 90s.  The appliance industry is notoriously stingy in terms of investing in new automation technology, due to cost and risk in light of razor-thin margins.  The “let Mikey try it” attitude pervaded,  “Mikey” being the automotive industry, historically with deeper pockets.  And, since manufacturing-efficiency advantages were critical to an advantageous price,  Maytag and Whirlpool and others typically forbid case studies sponsored by their equipment suppliers.

So, here I am, looking at innovative die change automation on Maytag’s production floor, figuring that I will only walk away with some caption-less photos and a little information attributed to an unnamed appliance maker. But the manufacturing engineer, a company veteran about to retire within a few months, said “to hell with it.”  In essence, he said: “I don’t care about the company policy.  I worked hard to champion these changes for many years, and stuck my neck out for them.  I want to tell the story.  And yes, use my name. Turn on your tape recorder, and quote me.”

I guess the “easier to ask forgiveness than for permission” axiom prevailed.  He happily retired, on schedule…i.e. not early.  The profession of manufacturing engineering is virtually invisible to the general public, and under-valued by corporate management, so recognition and appreciation is scarce. Those engineers dedicated to it want to tell their stories, and not just to a few coworkers at the bar.  They want it to be their legacy.  The balance between helping the manufacturing community with case study information and protecting a company’s competitive edge can be achieved.  I made sure that happened.

Industry Origins are Popular as Business Stories

Although my focus is on the B-to-B world, I summarized three of my favorite B-to-C stories that are well known to many business people, and asked colleagues and cohorts to vote on the one they thought was the most significant to them. My thanks to the thirty pros who responded.  Looks like the oldest story wins.

1st Place: Birthing Big Mac

Ray Kroc is hawking milk shake blenders to diners when he stumbles on the “make it before it’s ordered” assembly-line formula used by a couple of brothers named McDonalds, and the fast-food industry is born.

I got responses from folks in all kinds of industries – 16 votes total

2nd Place: Narrow-Sighted Auto Boss

After spearheading the hugely-successful Ford Mustang, Lee Iacocca is fired by the cantankerous Henry Ford II. Iacocca goes on to turn around Chrysler, inventing the mini-van, a concept that Hank the Deuce rejected at Ford.

10 votes: it appears that my more independent colleagues in the media/communication fields preferred this one.

Lastly: Wal-Mart PR Blunders

The extremely “calculated” management at Wal Mart figure they can manipulate their way to a friendlier, folksier business image using PR efforts that lack authenticity. Among them: paying a couple to blog their way across America in their RV, specifically to write about happy Wal Mart employees. No mention of the Wal Mart sponsorship.

4 votes: Adrian commented that “Walmart is such a smarmy, juicy target” – a newer story related only to communications.

Frequent themes for business stories include business blunders (and the lessons learned), problem/solution scenarios, and opportunities acted upon that others ignored.  Please pass along a favorite (comments, or via email).