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Digg It - CRM Star Wars: When Marketing is from Venus and IT is from Mars
Inherent tensions exist between marketing and IT. This is often compounded by lots of cross-talk, with each function on different channels. When tension becomes unresolved conflict, CRM strategy is impossible to execute. To avoid clashes, it helps to understand that CRM is not just about the exchange of informa
According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
tion, it's about the exchange of relationships. And every effective relationship includes a fair amount of conflict. The key is in how you handle it.
Conflict as a Catalyst
Conflict is a fact of work life. It can be especially pronounced when the two parties involved see the world from different lenses, as is
Conflict as a Catalyst
Conflict is a fact of work life. It can be especially pronounced when the two parties involved see the world from different lenses, as is
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
often the case with marketing and IT. Conflict can be the catalyst for creativity resulting in innovative, productive teams. It can also be the catalyst for emotionality, polarizing people and generating counter-productive behavior. Let's look at the following scenario to see how conflicts can be managed.
Situ
Situ
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
ation:
Executive management wants to encourage the use of teams to streamline decision-making and communications during CRM implementation.
Marketing:
You are the marketing vice-president, co-chairing the CRM cross-functional implementation team. You know little to nothing about technology implementation but
Executive management wants to encourage the use of teams to streamline decision-making and communications during CRM implementation.
Marketing:
You are the marketing vice-president, co-chairing the CRM cross-functional implementation team. You know little to nothing about technology implementation but
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
you really believe in the CRM philosophy and the power of the technology to make things happenfor the sales force. This week two key people from the IT staff, who were supposed to be on the CRM team, did not show up for the weekly meeting. You need these people to participate at the implementation meetings. You
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
meant to confront the IT director about this right after the meeting, but she got called away. You have called her several times this morning already.
Here is some self-talk that the VP of marketing might be having with himself about this situation: I'm ticked off. I have resource allocation issues myself but
Here is some self-talk that the VP of marketing might be having with himself about this situation: I'm ticked off. I have resource allocation issues myself but
ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
this project is critical. This no-show behavior can't happen. It's obvious that IT hasn’t made this a high enough priority.
IT:
You are the IT director, co-chairing the CRM cross-functional implementation team with the VP of marketing. You have many internal clients who require ongoing support as well as assi
IT:
You are the IT director, co-chairing the CRM cross-functional implementation team with the VP of marketing. You have many internal clients who require ongoing support as well as assi
easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
tance with new projects. You just checked your voice mail and there are several messages from the marketing vice president. You know what it's about. Quite frankly, in the rush to move the CRM implementation forward, you feel that you've over-committed people to the CRM team. You're not opposed to the "team" ap
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
roach, but the reality of running day-to-day operations is making it a struggle to send two of your staff to weekly meetings, plus attend yourself. You did not realize when you authorized days off for that week that it would mean no-shows in this morning’s meeting.
Here is some self-talk that the IT director m
Here is some self-talk that the IT director m
and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
ight be having with herself about this situation: We have so many demands. I can't allocate two people to this team—only one—and that person may have to rotate with others on the team. He (VP of marketing) is just going to have to be more flexible.
Not a Personality Conflict
The next interaction between these
Not a Personality Conflict
The next interaction between these
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
two people is critical. It will determine whether Mars and Venus crash and burn, or if they align in the right orbits. Let's take a look at what the research tells us about conflict and the usual areas of disagreement at work. It often surprises people that personality conflicts are rarely the culprit.
Most co
Most co
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
flicts at work are a function of lack of clarity around one or more of the following variables:
Roles: I know what your job is, you know what my job is, and we both understand our own roles. When you have role clarity, each party shares mutual expectations for performance.
Goals: We both buy in to the organiz
Roles: I know what your job is, you know what my job is, and we both understand our own roles. When you have role clarity, each party shares mutual expectations for performance.
Goals: We both buy in to the organiz
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
ation goal to be achieved and there are no hidden agendas. When you have goal clarity, each party understands and agrees upon what is to be accomplished.
Procedures: I want to do it this way; you want to do it that way. Procedures can be changed and are simply the means to the end goal. Can you brainstorm an a
Procedures: I want to do it this way; you want to do it that way. Procedures can be changed and are simply the means to the end goal. Can you brainstorm an a
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
ternative procedure to execute the goal?
Personality: A true dislike exists between the parties based on personal characteristics, behaviors, mannerisms, etc. Perhaps history has colored the relationship and interactions are now seen through the lens of the past, not the present or future.
As consultants to C
Personality: A true dislike exists between the parties based on personal characteristics, behaviors, mannerisms, etc. Perhaps history has colored the relationship and interactions are now seen through the lens of the past, not the present or future.
As consultants to C
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
M teams, we urge people not to fall into the trap of immediately assuming that the tension they feel or experience is a function of personality clashes. It is almost always a function of roles, goals, and procedures—and miscommunication about those three variables. In this scenario, the two parties are probably
t?
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
pretty clear about the organizational goals established for the CRM team. What is not clear is:
What are the best procedures for making the goal happen?
How will the two of them manage their own relationship as co-chairs?
The Hidden Issue
The real conflict is a resource allocation issue, not a commitment p
What are the best procedures for making the goal happen?
How will the two of them manage their own relationship as co-chairs?
The Hidden Issue
The real conflict is a resource allocation issue, not a commitment p
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
oblem. The way to resolve this conflict is to problem-solve around how to maximize IT's participation on the team while recognizing the resource and time commitments for the both departments. But it’s not just the procedures that need to be ironed out.
The less obvious issue is the quality of the relationship
The less obvious issue is the quality of the relationship
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
hat exists between the co-chairs. If some groundwork had been done early on to build their relationship, these negative feelings might not be surfacing now. Instead of investing energy in anger and frustration, they might give each other the benefit of the doubt and just solve the problem.
Moving forward, this
Moving forward, this
.
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
can be done if the marketing vice-president and the IT director put their relationship as co-chairs on the agenda and work out how they will handle tension, misunderstandings, and conflict. If they skirt the issue by avoiding authentic dialog on how to manage expectations and problem-solve, interplanetary CRM
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
lashes are bound to happen.
The art and science of dealing with the people side of the change equation is Change Management. As a practice, it draws from a multitude of social science disciplines to effectively bring people, technology, and ideas together at the same time.
Copyright 2002 Dailey & O'Brien, Inc
The art and science of dealing with the people side of the change equation is Change Management. As a practice, it draws from a multitude of social science disciplines to effectively bring people, technology, and ideas together at the same time.
Copyright 2002 Dailey & O'Brien, Inc
tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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