As a part of my series about “The Future of Healthcare” I had the pleasure of interviewing Susan Willig. As a Senior Director of Global Brand and Strategic Marketing for Edward Lifesciences’ Critical Care Division, Susan has launched email marketing, apps and the use of iPads, social campaigns, and YouTube channels with over 24 thousand views. Susan’s passion and leadership has ensured that Edwards remains at the forefront of innovative communication.
Growing up, my father was an entrepreneur, and I was exposed to traditional business. But I’ve always had a more creative, what is now called ‘behavioral economics’ bend. My first pivotal moment is at 18 when I read the book Positioning: The Battle For Your Mind by Al Ries and Jack Trout. To me, it just made sense. The book discussed the capacity in our brains and the importance of organization. How brands need to be consistent in positioning. Marketing is a great blend of traditional business and creative behavioral bend.
My second pivotal moment was when I worked in an agency. I found myself frustrated by handing over projects and not knowing the result and realized I wanted to be closer to brand strategy, marketing and business strategy. A client brought me in-house, which allowed me to get closer to the strategy.
The third pivotal moment was when I pivoted into the healthcare industry. A goal in my career was to get deeper into brand strategy and marketing and increase my impact in the area. I was mostly industry agnostic. Around 15 years ago, I decided I wanted to do what I do for something that leaves a positive footprint, and that was when I decided to move into healthcare. I produced a Pro/Con list of what was meaningful to me and decided to target Edwards Lifesciences for their impact in the community and their impact on patients. Edwards has a great reputation, plus it was in devices and technology. It took two years for me to get into Edwards Lifesciences but I prevailed.
There are many examples of taking a risk, even on a daily basis such as speaking up in a meeting if it is not a popular answer. One specific example in my career is when I first joined Edwards Lifesciences. I asked and pursued a sizable investment in a brand health study to help define and build Edward’s brand to the critical care audience. I was coming into a very well-established brand, but it did not align with our audience. This was a huge but calculated risk. The result was very successful and provided a clearly defined brand that resonates with the critical care audience.
Looking back, I believe I showed a bit of eager naivete. I went all in–100% in — and I thought that this was the right thing to do. And I thought that everyone would see it also.
What I learned is that it is wiser to pilot. It is better to take a pilot and show proof of concept, and it is often more palatable. Another key piece is developing partnerships in-house and fortunately, I had great colleagues. I had to diagnose the problem, and they helped me do that. My colleagues educated me on the business and helped me navigate blind spots.
I also learned to remove my jargon and use meaningful words for the target audience. In a Research & Development driven company, I learned to present findings that net out what was in it for them, put it in their language and their benefit. I may find that detail really interesting, but not everyone is going to appreciate that.
My core beliefs are that:
First and foremost, pause rather than react. Try to understand why the setback happened to get to the root cause and seek to address that. I always find a nugget or gift in there, but it doesn’t mean I immediately accept what happened.
Then decide how much of a priority. If it is a big priority, then I change the situation. If it’s not, then I accept it and move on.
And a good amount of forgiveness for the self and others.
I am very excited by the rise in behavioral economics and decision sciences, and definitely the machine learning, big data, AI. I’m taking a class through Insead on strategy in the age of digital disruption. I’m most excited about using machine learning for intelligent decision support, which is helping clinicians make more informed decisions earlier, even some predictive in nature. So that we can prevent bad things from happening before it happens, such as hyportension.
More tools aren’t always better, so I believe interconnectivity and big data will be able to help physicians make sense and provide intelligent decision support tools that will augment their clinical acumen. And in our space, earlier the better.
Takeaway #1: Always think for yourself and come to your own conclusion. But also learn when and how to fall in line for the greater good.
Takeaway #2: We are all in it together. Be honest about your mistakes and ideas. Be present and contribute.
Takeaway #3: Keep learning. Learn new things, take classes, look into Master’s programs, read what interests you, network.
Originally published at medium.com
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About the Author:
Christina D. Warner is a healthcare marketer at Walgreens Boots Alliance. She is a Duke Business School alumnus and has innovated commercially for Northwestern Feinberg School of Medicine, Veniti (now Boston Scientific) and Goldman Sachs. Christina is a regular columnist for Authority Magazine and Thrive Global and has been quoted in many national publications. You can download her free ‘How To Get Into the C-Suite and More: top secrets from CEO’s, political figures, and best-selling authors. Connect with Christina at LinkedInor Twitter