Texas Instruments (TI) – transition from in-house service provider to strategic value-added partner

Scenario:

Texas Instruments’ in-house Communication Services (CS) team offered a comprehensive set of services including: print design, web design, writing, video production, and event planning and management. Considered a support service, CS was required to “charge-back“ for services and operate on a break-even financial model.

When Jennifer Miller was engaged to evaluate the model, CS was facing some specific challenges, including:

• inability to properly plan resources because there was no company mandate to use the internal team, thus no predictable work volume
• perception problems within TI – CS perceived as a service-provider, not a value-added partner
• clients were using agencies of their own choosing, resulting in greater spend and communications that were often off-brand
• lack of awareness – many potential clients of CS were not aware that the team existed, much less, what they offered

actions taken:

Jen Miller conducted a comprehensive diagnostic of TI’s communications planning and development processes, and provided a plan for transitioning the team to a flexible hybrid model that was able to demonstrate and communicate its value.

Over the course of three years, Jen worked with CS to implement the plan, including:

• a new vision for CS focused on becoming clients’ “first and best choice” by providing flexibility, proactive advise, expertise, and advocacy of TI brand and company interests
• a re-envisioned organizational structure, with core relationship and project management roles, and flexible development and production resources (contractors and vendors)
• a work planning and segmentation system that allowed CS relationship managers to get projects onto the fastest and best development path
• a set of value-added tools that included examples of a wide variety of potential communication vehicles with cost and schedule options
• metrics and communications that demonstrated the value provided by the CS team

outcome:

Over the course of three years, the CS team grew from 22 (FTEs) to 72 (12 FTEs and 60 contractors). They were able to demonstrate an annual cost savings of nearly $3.5 million on work that was managed by CS instead of directly between clients and agencies.

Note: This transition was implemented in stages over a three-year period. Its success was dependent on:

• a solid up-front plan
• dedicated participation time from all CS team-members (weekly meetings)
• strong leadership
• executive support