BayCare | improvements to organizational and staffing structure to align with maturity level

scenario:

BayCare community health organization was working to unite several hospitals and health services under one BayCare branded umbrella. The organization’s internal creative department was facing several challenges including:

• resistance in implementing unified branding
• various skill levels and skill set gaps in the creative team and on the client side
• unclear organizational structure and role definitions
• perception problems – creative team seen as service-provider rather than value-added partner

actions taken:

Initially Cohen Miller Consulting collected information about the work that the internal creative team was doing, and interviewed the team and internal clients to better understand needs and challenges. CMC then determined the current maturity level of the creative team and made recommendations in the following areas to help evolve the team to the next level:

• strategy for hiring/repositioning staff in the areas of operational management, account management and brand advocacy
• revised organizational structure and role definitions
• work segmentation structure with processes tailored to levels and types of work
• potential use of dynamic collateral creation technology to shift large volume of templated work to self-service
• positioning tactics

outcome:

Following CMC's initial consultation, BayCare hired a new Chief Marketing Officer who wanted to expand on initial recommendations and bring the internal creative department to the level of internal agency – allowing BayCare to pull work back in-house from costly external agencies. CMC is currently working with BayCare to develop and implement an action plan that will evolve the team into trusted advisors and gain efficiencies for BayCare as a whole.