The Summit on the Future of Measurement - Paine Publishingpainepublishing.com/wp-content/uploads/2014/08/... · Imperatives alent nnovation/IP argin Improvement xecution – Commercial

Measurement HourOctober 31, 2018Katie Delahaye PaineCEO, Paine Publishing

www.painepublishing.com | @queenofmetrics | [email protected]

The Summit on the Future of Measurement

The Summit on the Future of Communications Measurement

New Definitions: Outcomes = Financial New Tools: AI, Predictive Analytics, Smarter PR = Risk Avoidance Integrated Dashboards Putting a value on CSR

Integrated Dashboard for Canada DND

Key to Getting Buy-in

Keep it simple Show you understand the business

objectives Consult, consult, consult

#measuresum18

Developing your SMART KPIs

Guideposts tied to outcomes Show how each business line contributes to the big

picture Set targets

#measuresum18

Audit existing data

What do you already have? What do you need? Can you get it for free?

#measuresum18

Build a data model

Identify data sources Data mapping is key Automate as much as possible

#measuresum18

Improve Canadians’ perception of joining the CAF

Increase awareness of how and why the CAF serves Canada

Communications Overview

39%44%

55%

66%

57%60% 62%

65%

4

54.5

6

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

1

2

3

4

5

6

7

8

9

10

% online applications forwomen

% likely to consider joiningthe CAF

Goal conversions (inthousands)

Media Quality Score

39%44%

55%

66%

57%60% 62%

65%

0

5

10

0

1

1

% supporting NATO

% supporting CAF

Increase support among CAF members, reservist & employees

63% 65%60%

67%

57%60% 62%

65%

0%

20%

40%

60%

80%

100%

0

2

4

6

8

10

% believing that CAF doesa good job looking afterpersonnel% of members thatperceive CAF cares

Increase support for defense spending

Improve Canadians’ perception of joining the CAF

What worked?

What didn’t work?

What’s next?

63% 65%60%

67%

57%60% 62%

65%

31% 32%

40%

50%

0

2

4

6

8

10

0%

20%

40%

60%

80%

100%

% believing that purchase ofmiliatry equipment are wellmanaged\

% of resondents believingthe miltary is over funded

Objective 2: Increase awareness of how and why the CAF serves Canada

July Aug Sept Oct

Media Quality Score

% of desirable content pertaining to operations and exercise

Number of unique page views to operations related pages

Engagement index for ops and exercises

% of outreach seen by influencers

Relationship score

Alignment score

Cooperation score

What worked?

What didn’t work?

What’s next?

45% 55% 65% 75%

25% 30% 35% 25%2 2 3 4

0

5

10

0%

50%

100%

July Aug Sept Oct

Score

Percen

tage

% of unique page views to ops related pages


Media Quality Score

Relationship score

Alignment score

Cooperation score

45%55%

65%75%

25% 30% 35%25%

0

50

100

150

200

250

300

0%

20%

40%

60%

80%

100%

July Aug Sept Oct

Score

Percen

tage

% of unique page views to ops related pages


Engagement index for ops and excercises

Objective 3: Increase feelings of support among CAF members, Reservists and DND employees

July Aug Sept OctMedia Quality Score% of activities that reach members, reservists and employees % of messaging focused on mental health Social engagement rate for social media posts related to CAF members/DND employees/Reservists sUnique sessions on member/reservist or employee pages % of referral visits from app % video plays greater than 50% % influencer conveying key messages Relationship score

Alignment score

Cooperation score

What worked?

What didn’t work?

What’s next?

20%30%

42% 41%

150 200

400300

90 100 120 1300%

20%

40%

60%

0

200

400

600

July Aug Sept Oct

Digital/Social/Events% of influencer posts containing key messagse

Engagement rate onmember/employeer/reservist/ social media

Unique page views to designated pages

30% 35% 20%2

344

2 2

0

5

10

0

2

4

6

Aug Sept Oct

% of events that reachd members/reservists/employees

Relationship score

Alignment score

Cooperatoin Score

Media Qualitiy Score

Objective 4: Increase support for increased defence spending

July Aug Sept Oct

Media Quality Score

% of communication containing innovation messages

% of events focused on innovation themes and target audiences

Click thrus to specific innovation‐related pages

% influencer conveying key messages

Relationship score

Alignment scoreCooperation score

What worked?

What didn’t work?

What’s next?

30% 35% 20% 40%2 3 4 442 2

4

0

20

40

0

5

10

Aug Sept Oct Nov

% of communications containing innovation messages

% of influencer conversation containing innovation messages

% of events focused on innovation

Media Qualitiy Score

Relationship score

Alignment score

Cooperatoin Score

Packaging your insights

Know your audience Make it pretty Keep it short Group information Highlight success Recommend actions

#measuresum18

Was it worth it?

Actionable insights after just one quarter of collection Already looking to expand our efforts

Internal education on setting objectives Aligning data for efficiency gains Pitching to other government departments

#measuresum18

Keys to success

1. Support from the top2. Everyone must agree and contribute to the ‘why’3. Figure out the ‘why’ before you look at KPIs4. Present insights, not data5. Share wherever and whenever you can

#measuresum18

PERFORMANCE

COMMUNICATIONSA core internal communications system that drives MEASURABLE operating and financial performance

IMPROVEMENTS.GROWTH through delivering improvements for a cost that’s less than the gain.

Purpose

Define Goals/Strategic Priorities

Ensure Leadership Alignment

Teach the Rules, Follow

the Action, and Keep Score

Execute and Adjust

StepsOutputs → Performance Outcomes

▪ Build a sustainable high‐performance culture

▪ Measure the progress of the stated goals, and adjust strategy/tactics as necessary

▪ List of leading and lagging metrics tied to goals

▪ Scorecard or dashboard for tracking progress, to beshared with employees

▪ Measure of “value” assigned to performance gains compared to “cost”

▪ Leadership guidelines for scorecard cascading and recognizing achievements

▪ Establish consistent standard(s) for Operational Excellence,e.g., brand recognition, awareness and preference, share growth, channel effectiveness, compliance, R&D productivity, speed, quality, safety, margin improvement, etc.

▪ Empower every function to be part of the success

▪ Enable employees to act on their knowledge to improve performance

▪ Leader Say‐Do Survey ‐ Evaluates how well leadership communicates theorganization’s goals (the SAY), and

the extent to which employees see their leaders

taking action insupport of those goals (the DO).

▪ Rewards & incentives are aligned to business objectives

▪ Enhance ability to achieve the company’s strategic vision– Align executive team with Commercial

to meet the needs of the organization, within compliance

– Ensure the entire organization is driving top priorities

– Inspire confidence and trust in leadership

▪ Consolidated functional priorities into three to five clearly‐defined overarching corporate goals

▪ No more than 10 strategic priorities to deliver goals

▪ Designed and branded GOALS collateral

▪ Comprehensive internal communication plan

▪ Goals met▪ Calibration to strategy and/or

communications if goals are in jeopardy

▪ Employees know and understand the financial andoperating goals – what we are reaching for– Clarify priorities and set the bar– Define what “winning” looks like– Maintain customer focus

© Miller Comms [email protected]

VISION

LONG RANGE PLAN2010 2011 2012 2013 2014

SALES

VISION

GrowthDrivers

• Aging population• More women in emerging markets workforce(shorter breast feeding)

• Emerging markets purchasing power• Similac and Ensure brand strength

SALES

2010 2011 2012 2013 2014LONG RANGE PLAN

VISION

GrowthDrivers



External Pressures

• Shrinking birthrates• Restricted promotion of infant formula• Consolidation of markets• Increased cost of clinical data• Increased competitive pressure

SALES

2010 2011 2012 2013 2014LONG RANGE PLAN

VISION

GrowthDrivers



External Pressures


MarketPosition

Pediatric#1 to #4

Adult #1

SALES

2010 2011 2012 2013 2014LONG RANGE PLAN

VISION

GrowthDrivers



External Pressures


MarketPosition

Pediatric #1 to #4

Adult #1

Strategic Imperatives

alentnnovation/IPargin Improvement

xecution– Commercial– External

Engagement– Supply Chain

Transformation

SALES

2010 2011 2012 2013 2014LONG RANGE PLAN

VISION

GrowthDrivers



External Pressures


MarketPosition

Pediatric #1 to #4

Adult #1





Transformation

Tactical Execution

• Improve GM Feeder Pool

SALES

2010 2011 2012 2013 2014LONG RANGE PLAN

VISION

GrowthDrivers



External Pressures


MarketPosition

Pediatric #1 to #4

Adult #1





Transformation

Tactical Execution

Key Platforms• Muscle/Bone• Metabolism• Immunology

• Inflammation• Cognition• Tolerance

• Improve GM Feeder Pool• New Products– Key Platforms, Clinical

Outcomes, IP, New Pkging, KOLs/Univ/R&D Partners

SALES

2010 2011 2012 2013 2014LONG RANGE PLAN

VISION

GrowthDrivers



External Pressures


MarketPosition

Pediatric#1 to #4

Adult #1





Transformation

Tactical Execution





• Galt• Similac Recovery• Priority Markets

Expansion

Priority Countries

China India Brazil Russia Vietnam Mexico Turkey U.S.

SALES

2010 2011 2012 2013 2014LONG RANGE PLAN

VISION

GrowthDrivers



External Pressures


MarketPosition

Pediatric#1 to #4

Adult #1





Transformation

Tactical Execution






Expansion• Shape the environment

for growth• Powder Mfg Expansion• Liquid Strategy

Priority Countries


SALES

2010 2011 2012 2013 2014LONG RANGE PLAN

MarketPosition


Tactical Execution

VISION




Expansion• Shape the environment

for growth• Powder Mfg Expansion• Liquid Strategy

Pediatric#1 to #4

Adult #1

External Pressures


GrowthDrivers






Transformation

Innovative Platforms• Muscle/Bone• Metabolism• Immunology


Priority Countries


SALES

2010 2011 2012 2013 2014LONG RANGE PLAN

Alignment After 1 Year – Internal Comms Impact

30

Leader “Say” – “Do” Improvement

Highest Priority – Margin “Say” & “Do” Gap Narrowed 10 Pts

12%

Brand/Corp ID Product or T.A. Issue CultureBenchmark or Prior Month

(June)

Current(July) Var Benchmark Current Var Benchmark Current Var Benchmark

(2013) Current Var

Increase in share of desirable voice (NetBase data)

6% ↑6ptsIncrease in company share of Desirable DiabetesConversation(NetBase data only)

22%(June)

(July)

↓11pts% Increase inphysicians who are extremely or very familiar with the industry position on Clinical Trials Transparency

38% 38% Annual Data Only

% increase in ratings on communications trustworthiness (from EE Survey for Employee Engagement)

75% ↑4PTS

Decrease in share of undesirable voice(NetBase data}

11% ↓4ptsDecrease in company share of Undesirable DiabetesConversation (NetBase dataonly)

18%(June)

(July)

↓8pts

% increase inunique visits to company website (non‐employee traffic)

124K ↑19%% decrease in HCP/KOLsunaware of company in Diabetes market

18%(pre ADA)

(post ADA)

↓11 pts% Increase in online engagement on issue

n/a until site launch

na na % increase in employee knowledge of the “Way We Work” (From Knowledge Quizzes)

23% ↑27%

% increase in awareness of corporate brand among physicians

46% Data available11/21/14

% increase in perception of company as a leader in Diabetes among HCPs and KOLs

28%(pre ADA)

(post ADA)

↑2%

Increase in company share of Desirable Transparency Conversation(NetBase data)

5% 12% ↑7% % employees stronglyunderstanding strategicobjectives (From Knowledge Quizzes)

32% ↑5PTS

Below Target At Risk On Target

12%

COMMUNICATIONS DASHBOARD

149K 7%

11%

30%

79%

50%

37%

10%7%

11

GOAL PROGRESS AGAINST STRATEGIC PRIORITIES Q1 Q2 Q3 Q4

Increase Gross Margin by X%

1. X% reduction of goods damaged in warehouse/shipping2. Negotiated better raw material/ingredient sourcing,

saving $X annually

Grow Market Share X%

1. Xxxxxxxxxxxxxxxx2. Xxxxxxxxxxxxxxxx

Decrease lag time between discovery and launch


Accurately Forecast Demand


Reduce OSHARecordables to Zero


COMPANY NAME 2018 ScorecardPositive NegativeNeutral

MGM Resorts International

Market Capitalization: $14.2BFORTUNE 237Resorts: 27 (Las Vegas, Atlantic City, Detroit, Biloxi, Tunica, Springfield, Mass, Maryland, Macau) Hotel Rooms: 60,000Employees: 77,000FORTUNE World’s Most Admired Company

All Rights Reserved Dumont Communications, LLC 2018

MGM National Harbor

Opened December, 2016$1.25B23 storiesHotel: 308 roomsCasino, Retail, Spa: 135,000 sfRestaurants: 7Theater: 3000 seatsMeeting & Event: 27,000 sf


Case Study: Pathway to Licensing

2012: Ballot initiative to extend a Casino license to Prince George’s County Maryland2013: Competitive Bidding RFP

3 Bidders

Maryland Lottery & Gaming Control AgencyPublic Process:

Public Presentation Public Hearing


Case Study: Pathway to Licensing

Presentation: 1 hourContent:

60% RequirementsCompany Capabilities: History, FinancialsProperty: Design, Logistics

40% Corporate Responsibility Commitment to Community: Grow local supply chain: MWDBE, VeteransLocal Workforce DevelopmentSustainability Diversity & Inclusion


Case Study: Key Findings

“There are times when a company’s character is more important; it is an essential feature of economic expansion.”

“You may need a track record of social and environmental performance before they become important.”

“Corporate Citizenship is not just the right thing to do, but there can be unintended secondary benefits for a company’s bottomline.”


Case Study: Public Comments

“They haven’t been awarded a license, and they’ve moved here and gone out into the community, and demonstrated what they intend to do. And I believe them at their word. … This is definitely the right company. I fully support MGM at National Harbor.”

“I’m supporting MGM because of their established corporate culture of supplier diversity. MGM will not have to make up a policy of supplier diversity as they go along because it's already woven into the fabric of their organization elsewhere.”

“I believe them at their word. … This is definitely the right company. I fully support MGM at National Harbor.”


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The Summit on the Future of Measurement - Paine Publishingpainepublishing.com/wp-content/uploads/2014/08/... · Imperatives alent nnovation/IP argin Improvement xecution – Commercial