Marketing Career

Development
FOR INTERNAL USE ONLY

Prepared by: IAAW
Contact person: SUOC
Department: Diabetes Marketing
Version: 2014-07-08 Marketing Career Development Communication Plan- v.1
Approvers: [Name]
Approval date: [DD-MMM-YYYY]


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LIST OF CONTENTS
1. Background ................................................................................................... 3
2. Key stakeholders to be communicated with ....................................................... 3
3. Communication objectives and kpis ..................... Error! Bookmark not defined.
4. Communication strategy and tactics ................................................................. 4
5. Message platform .......................................................................................... 6
Appendix 1: References and links to supporting materials ......................................... 7



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1. BACKGROUND
1.1 Introduction
The Marketing Career Develop project is intended to create clarity and
standardization around career development and people progression within and
across NNIs Marketing functions (Diabetes Marketing, BioPharm, and Commercial
Effectiveness). Currently the three separate marketing functions have individual
Career Trees that are not necessarily aligned. This project will allow more cross-
functional interaction, development and career progression opportunities. The
project is projected to run through 2020 and will be broken down into three
phases. The three phases are Build the Foundation (2014), Connect the Dots
(2015), and Refine Plan & Execute Flawlessly (2016). The audience is
predominately Diabetes Marketing with about 20 individuals coming from
BioPharm and CE.
1.2 Desired business outcomes
Create a cross-functional Marketing Career Development framework
Ensure the NNI Marketing Organization (Diabetes Marketing, BioPharm,
Commercial Effectiveness):
Drives performance in alignment with aspiration and The Novo Nordisk
Way
Attracts the best external and internal talent
Sustains and evolves the desired agile, high performance culture
Retains talent through development and recognition of
capabilities/expertise
Develops managerial and leadership competencies
Informs succession efforts and ensures a deep, capable, ready bench
1.3 Key challenges
External challenges (Patients, managed markets/payers, competitors, prescribers,
and government regulators) afford NNI the opportunity to look at how we do
business, how we approach the market, anticipate trends, be more agile and
change the way we work.
1.4 Key opportunities
Internal: create clarity and standardization around career development and people
progression
2. KEY STAKEHOLDERS TO BE COMMUNICATED WITH AND OBJECTIVES
Key stakeholder Objectives
CLEE, EDDW,
Joanne and their
appropriate
Leadership Team
members
Keep informed on project
Carry the torch and support the communication approach and
tactics
Get feedback throughout the project to ensure
communications are optimal

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Key stakeholder Objectives
Steering Committee Keep informed, gain alignment and approval to communicate
to their audiences
Update Stream 3 Purposeful Development Campaign team on
project progress
Carry the torch and support the communication approach and
tactics
Get feedback throughout the project to ensure
communications are optimal
Purposeful
Development team
Create and execute Purposeful Development Communications
plan
Update plan as project progresses
Identify needs through the marketing organizations
Provide feedback to the Steering Committee as appropriate
Marketing
employees grade 7+
Engage and inspire marketers to take advantage of the
current and new development opportunities
Actively promote best practices that have worked for them
Provide feedback on development to the Steering Committee,
ET member or any person on the Marketing Career
Development team
Marketing
employees grade 6
and below
Continue to encourage this group to actively participate in
their own development

Other stakeholders



3. COMMUNICATION STRATEGY AND TACTICS
3.1 Strategy
Build the Foundation (2014)
Optics into broader Marketing organization, opportunities
Differentiated capabilities needed
Talent development philosophy
Integrated architecture to enable cross-functional career development
Connect the Dots (2015)
Clear opportunities
Easier to purposefully develop
Accountability embedded

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Aligned processes for assessing, deploying, rewarding talent
Refine Plan & Execute Flawlessly (2016)
Follow through on philosophy and strategy
Reward performance and competencies and agility
Intentional talent movement helps build bench
Purposeful development= way of doing business
Tactics Brainstorm
Introduction of the Marketing Career Development project to all marketing
employees
3P mid-year reminder
Naturally occurring opportunities (calendar off-sites, meetings, events)
Communications leading up to the marketing summit
Have LTs cascade via slides ???
Contest to reward people for sharing real, best purposeful development
practices
o Pairs or teams only to submit/present to encourage collaboration etc.
o Make it fun, bring it to life through all levels in the Marketing
organization
Explore best repository and delivery mechanisms, including design of a simple
development website (on Globeshare)
Design meetings-in-a-box for Steering Team members ??? Is this needed???

3.2 Communication schedule

When Event/activity Stakeholder Resp.
June 19 Introduction to Marketing Career
Development projectDM Quarterly
Meeting
DM employees CLEE
June 27 Email blast to marketing employees
in DM, BioPharm and CE
All marketing
employees in
DM, BioPharm,
CE
BBRT
July 14 Reminder on making the best of a
mid-year review eblast
All marketing
employees in
DM, BioPharm,
CE
BBRT




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3.3 Communication materials/tools

Materials/tools Deadline Resp.
Introduction email blast Deb Klein
3P mid-year review email blast Deb Klein






4. MESSAGE PLATFORM
4.1 Key facts and figures
Current state of cross-functional ladder: 173 single incumbent roles, 76.5% of
Marketings jobs in DM, CEO and BioPharm are single incumbent
4.2 Key messages
Simplify our Marketing universe so opportunities are clear
Help everyone more purposefully develop the capabilities we need to complete
Be rock stars at developing our current and future talent pool
4.3 Questions & answers

[Topic]
1. [Question]
A: [Answer]
2. [Question]
A: [Answer]
3. [Question]
A: [Answer]
[To insert more Q&As either copy one or press Shift+Alt+Q]

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APPENDIX 1: REFERENCES AND LINKS TO SUPPORTING MATERIALS
Marketings Development Philosophy (2
nd
draft 4/18/14)
We must
Be clear on what capabilities matter
o Align on the capabilities needed for us to differentiated and win in the
future
o Focus intently on the how: building and valuing leadership competencies
o Value both breadth of experience and depth of expertise
Invest more significantly in development
o Equip us to develop and excel in our current roles first
o Make it easier to have meaningful development conversations actions
o Empower all to be their own career architect
Enable purposeful talent development and movement
o Provide broader, transparent opportunities for building cross-functional
capabilities and increasing leadership readiness
o Ready our talent for new opportunities and to have more significant impact
o Create optional pathways, guiding principles and promotional criteria for
moving talent (knowing that movement of talent is the most important
development tool the business can wield)