The issue of convincing upper management seems to be a BIG issue here at the EyeForPharma eCommunications and Online Marketing Summit – lots of questions from audience about this.
Coincidentally, just last week, I spoke at Digital Pharma 2008 about making a business case for social media in pharma and how to get buy-in. As part of my “opening argument”, I presented the construct that the issues we face in pharma are actually (mostly) shared among all corporate/ enterprise organizations and the only unique hurdle is really the regulatory and legal issues that the industry is held to.
So, as I am still cleaning up the slides from my talk (issues with some images I used) before I post them here on the blog, I thought I would point you to a post by Laura Finton (aka Pistachio — a fellow Bostonian) who brings up some really good ideas for how to get buy-in from upper management in general. Not pharma specific, but don’t forget — most of these issues we share with other enterprises and also, it’s always good to look outside to bring ideas in.
You can read the post on the Pistachio Blog, but here are some highlights:
It’s time to start teaching others how to “fish” and derive value using social media. Social media can create value throughout the enterprise in many different practice areas…
Step off your enthusiasm about how “cool” all this stuff is and cut straight to the value. Speak their language and address their needs and pains. Demonstrate how core business processes and challenges can be done better…
Get laser focused on management’s existing business problems and pains. Apply the tools and opportunities you know about to the priorities they know they already have…
Don’t forget folks, this stuff can be really SCARY. That’s okay. Encourage them to take a flexible stance, to start dipping their toes in, and to remain learning-focused whether or not they are ready to jump in whole hog. Some of my social media agency colleagues may disagree with this, but I think it’s okay for a company to engage in an extended listening period, where they dive deep into social media listening without necessarily responding.
November 2nd, 2008 at 2:52 pm
Interesting article Shwen. As you know, we have been (and still are) struggling with the acceptance of our initiatives by higher management. Especially at headquarters, where political games are sometimes played tough, the (often emotional) reasons not to go for Social Media are overly present.
I have recently switched to a local company where things seem different. Shorter communication lines, closer to the market. In this role I feel more confortable to start experimenting with Social Media. With proven success we will start spreading the ‘best practices’ also to other local companies. In this way it seems that headquarters is taken out of the loop, so we have to be careful and keep up the communication with them as well. However, this guerilla-approach might just be a tactic to convince some people higher in the food chain.
My basic message would be: try with small stuff, may be internally, choose your successful initiatives (be sure they fit closely to the overall strategy) and communicate these to higher management. Sometimes this approach is known as ‘Convince by Embarrasment’ (sh*t, why didn’t we come up with this…?).
November 5th, 2008 at 10:30 pm
Erik, buddy!
Thanks for your comment… Yes, I am completely with you on the struggles with “up selling” social media ideas to upper management. We know it’s possible, but it’s hard work!
I also agree with your tips for starting a social media initiative. I think it is also important (or at least easier) if the right person is assigned the task; preferably someone with visibility and access to upper management, in a strategic department, and with social media as a key objective and not just a BTW assignment.