1<!DOCTYPE html>
2
3Anonymous
4/bestp
5/bestp/domrep.nsf
685DA74BDEDBD4F8585257709006ADDC5
8
9
10
11
12
13
140
15
16
17/bestp/domrep.nsf/products/internal-communications-excellence-optimize-group-structures-operations
18
19
2035.175.200.4
21
22
23www.best-in-class.com
24/bestp/domrep.nsf
25BMR




Products & Services Business Communications Internal Communication Excellence

Internal Communications Excellence: Optimizing Group Structure & Operations

ID: PSM-255


Features:

18 Info Graphics

20 Data Graphics

100+ Metrics

20+ Narratives


Pages: 61


Published: Pre-2014


Delivery Format: Shipped


 

License Options:
close

Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




Buy Now

 

919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Internal communications is a small but important group that delivers information to an organization's employees on issues such as corporate initiatives and benefits. As the conduit between a company and its workforce, internal communications keeps employees informed about issues that impact corporate success. With large companies producing multiple products in multiple locations, it becomes critically important to keep employees in all departments continuously updated on the latest developments.


Best Practices, LLC conducted research to uncover current trends in how leading companies structure their internal communication groups to focus on the entire corporation or support their specific business units with respect to staffing and investment levels.

Also, this study presents different organizational models and provides trends and insights around structure and resources that communications leaders can use to compare their current structure and resources with that of leading companies.


Industries Profiled:
Medical Device; Telecommunications; Health Care; Pharmaceutical; Diagnostic; Manufacturing; Utilities; Computer Hardware; Computer Software; Chemical; Insurance; Biotech; Transportation


Companies Profiled:
Medtronic; Maxcom; Eisai; Fluke; ConvaTec; MAPI; MSD; CraftBilt; Astellas; ABC Laboratories; Xanodyne Pharmaceuticals; National Grid; Merck; Ipca Laboratories; Amdocs; Veeda Clinical Research; GlaxoSmithKline; Intas; Grace; MetLife; Lilly; Baxter International; EMD Serono; Boehringer Ingelheim; AstraZeneca; Abbott; Medrad; Amgen; MDS Pharma Services; Alcon; Sanofi-aventis; Vertex Pharmaceuticals; Emirates Group

Study Snapshot

Participants in this benchmarking research included 30 Communications executives and managers at 26 leading companies from bio-pharmaceutical, healthcare and other industry segments.

Field interviews and study analysis produced many observations and benchmark findings. Key study insights reflect opportunities across the Internal Communications Function. In terms of effectiveness, many organizations have turned to providing differentiated services in conjunction with customer and/or issue-oriented specialists to support growth and profitability.

Sample Key Findings

Differentiated Services Hold Great Value During Times of Resource Reductions: For Internal Communications, continue to employ differentiated services in conjunction with customer-issue specialists and clearly defined prioritization rules. Across industries, Communications leaders observe the most effective approach for serving internal customers is to assign staff 100 percent to either customers and/or an issue/topic. Continue to do this with differentiated service among stakeholders. Standardize prioritization rules to inform and guide differentiation. Economics, issue impact, issue urgency, and impact on company strategy/reputation are cornerstones of prioritization systems.

  • Internal Communications Centralizes Staff to Align with Internal Customers -Avoiding Co-Locating & Decentralization: Internal Communications relies on centrally locating its staff to better align with internal customers, both in the bio-pharma and multi-industry segments. Companies also regionally locate staff to work more effectively with internal customers.
Table of Contents

Project Blueprint
  • Executive Summary: Benchmark Insights and Research Group
  • Internal Communications Group Structures: Key Trends & Drivers of Sub-group Evolution
  • Internal and External Communications Group Models and Structures
  • Internal Communications Group Resource Benchmarks: Key Staffing and Investment Trends
  • Internal Communications Service Levels: Trends In Activities That Inform the Enterprise
  • Building Bridges: Working with Colleagues
  • Working Effectively in The Integrated Pharmaceutical Network: Forging Accountability and Clear Roles Among External Partners
  • Communicating the Value of Communications In a Global Bio-Pharma Company
  • Contact Information