And better briefs deliver better outcomes, happier stakeholders, and business growth. “What’s the message? Is there a range of personas to connect and engage with? We look at making sure there’s a cohesive story in the content development.” With more thought around these questions come better briefs. “They now really think about who the audience is, what’s the purpose of that piece of content,” observes Nathan. ![]() “The good thing is that our platform hosts the content, so when that content is shared by a salesperson, we have the insights.” That, along with integration with Salesforce, helps understand the ROI that the content is generating.Īligning on the desired outcomes has created a virtuous circle, driving the right behavior from stakeholders. “It’s got to fundamentally help them achieve the objective of that asset,” explains Nathan. The core objective was to provide better service to stakeholders, but defining “better” was, in Nathan’s eyes, something to quantify. “She felt it would make more sense for her to have a service rather than for her to own it and have the team.” Nathan and Lindsey called it “Mediafly for Mediafly.” Aligning On Content Outcomes ![]() Nathan opened a conversation with incoming CMO Lindsey Tishgart. And it meant that the quality of work being delivered to stakeholders wasn’t necessarily as good as they would like.” “I found the process I used when I was managing our commercial team worked very efficiently, but that was not a process that our internal team used. So they’re not able to be creative, and not able to use the skills in which they’ve been trained to create the work.” “ Internal creative teams are typically challenged with not having as much time as they would like to do great work,” says Nathan, “along with not necessarily getting the greatest of briefs. The core problems Nathan set out to solve with the reorganization were familiar ones to many creative leaders. To read Peter’s full story, download the full reportĢ022 Q3 Creative Operations Report: Drinking Their Own Champagne “Team members are now in a position to see how their work ties to that strategy, and they get excited about the ability to flex their strategic muscles.” “Our leadership focuses on our work aligning strategically to the organization,” Peter explains. The teams soon found the new process empowering rather than overwhelming. And “it’s your job to be the person who has visibility to all of the work happening in support of your accounts.” The channels should execute most work on their own. “It’s not your job to do everything or route everything,” Peter reminded them. Peter clarified that they were not accountable for managing every project. The marketing leads voiced their concerns over the volume of incoming work. The intake process has to be strong, and you need to function like a traffic team when the work comes in.” Centralize the work together, and allow for better brand and message consistency across channels. “For that work,” says Peter, “You need a really strong kind of triage. Peter was open to the change, but knew that the processes, systems, and people would need to operate differently. However, the department leadership saw an opportunity for marketing leads to function like account managers. Peter’s initial vision was that of going back to a project management model. The team began staffing up as the environment became stable. The Right Prescription for Long-Term Health “Everybody got project manager credentials to accept projects, set up templates, set dates, and more,” explains Peter. Additionally, he gave the marketing leads from the various teams more flexibility. He worked to empower the channels by giving them both independence and training. ![]() “Just about every health care organization went through a workforce reduction,” observed Peter, “and so of course we did.”Īlthough Peter knew the effectiveness of the existing model, he was now understaffed. ![]() Non-essential functions like marketing struggled a lot. Healthcare, even more so than other industries, had significant challenges to face. What neither Peter nor anyone else had foreseen was the COVID-19 pandemic. “ We didn’t want an account person to go in and change dates or anything like that,” says Peter, “so it was a pretty old-school project management-based model.” And he had locked down permissions across the team. A team of project managers routed the work to the right resources across the channels in the organization. Peter started at Children’s by taking an already-strong project management approach and optimizing it. 2022 Q3 Creative Operations Report: Challenging Times Bring Changing Models
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