19 May 2019: Keith Rowland discusses Personal Branding, Networking, and Sales and Management Wisdom with former colleague Chip Helm. See it HERE
The DNA of an Effective Marketing Team -
Brian is the world’s leading authority on the evolution of the pharma and medtech industry. In this tour de force, which you must watch on YouTube, he explains that if you want a superpowered marketing team, you need to genetically modify it, not just try to train it. He uses genetic engineering as an analogy to adapting medical marketing teams.
Physiological processes are derived from the proteome, expressed by the genome, with the ACTG genes underlying them
Business processes depend on capabilities, e.g. to do SWOT or segmentation.
These capabilities are the result of organisational routines, with subprocesses e.g. to analyse market share or commission research, equivalent to genes. These are made up of 4 micro-
The difference between the ordinary and extraordinary lies in a team’s DNA.
If you want to change fundamentally the traits of the team, you have to change its processes, organisational routines and micro-
No amount of training can make a chimp into a professor-
Let’s take the first one.
A process for understanding the situation has to have 4 core capabilities
How do you get to be capable? We drill down the capability for identifying critical alignment issues.
Effective medical marketing teams have these organisational routines.
All routines are underpinned by four categories of micro-
If the genome has just non-
Brian continues by returning to this point and dealing with the other processes in turn, drilling down to the capabilities (proteomes), routines (genomes) and ultimately the four underpinning micro-
It all works in layers. Genetically modifying the team is the only way to achieve real change and marketing excellence. A teambuilding exercise white-
He concludes by suggesting you ask yourself five successive questions:
What traits do we need to be superior at?
In order to have those, what processes need to work well?
What capabilities will we have to develop?
What organisational routines are necessary to make the capabilities?