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As a corporate HR person for over twenty years, I had a great chance to observe organizations with an anthropologist's perspective. From the moment you walk through the revolving door into a business office until the time you leave, you pick up a

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

hundred little clues as to how the organization operates and what it values. For internal communicators, it's just as important to pay attention to these subtle messages as it is to design an award-winning communications strategy. Here's why.

W

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

hen you ask yourself "What are we saying throughout this organization, and what do we want to say?" you will quickly come up with a list of themes, initiatives, and values that you currently promote. You'll look at employee communication material

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

s, internal newsletters, your Intranet site, and lots of other vehicles that you hope are doing the "heavy lifting" of internal communication for you. You'll be able to spot the gaps between what you DO say and what you WANT to say to your team.

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

So far, so good.

But evaluating the published materials and beautifully designed website content misses the point. Employees are very sophisticated when it comes to evaluating internal messaging. They can quickly spot the difference between the

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

Party Line and the Way Things Really Work. That's why internal communicators who focus on the formal vehicles risk missing the channels that speak most loudly to employees.

For instance, you can talk about risk-taking until you're blue in the fa

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

ce, featuring risk-taking employees in your internal newsletter and giving awards to people who went out on a limb. But the first time your employees hear about the CEO bashing a person (or worse, firing him) for taking the wrong risk, your effor

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

has gone to waste. Not only that - you look like hypocrites, for saying one thing and practicing another.

So am I asking your internal communications chief to control the CEO's behavior? Of course not. That's not realistic, but what IS realisti

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

c is to call attention to the gaps between what is said to be valued, and what is actually valued, throughout the organization. Consistency (HR people call it Alignment) is the key.

This is why - speaking of risk-taking - leading the internal co

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

mmunications function is not for the faint of heart. If you lack the guts to tell the emperor when he's naked, you should find another profession.

Here's another example of mis-alignment in internal communications. Your company may view itself a

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

s fast-paced, team-oriented and customer-focused: nearly every company does. It only takes one old-school, preachy "don't you dare" memo from HR to blow that perception. The first time your employees read a typical, thoughtless "expense reports f

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

iled more than 30 days late will not be processed" bonehead HR memo, your rah-rah internal communications efforts turn to dust. People aren't stupid. They know where the rubber meets the road.

This is why effective internal communications go ste

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

m to stern - from the Podium to the Paystub. Every communication vehicle, from an all-hands email blast to the CEO's Town Hall meeting, should stem from the same set of goals and values. It's not hard to meet this goal, if the top leadership team

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

gives the word. It doesn't even require the Messaging Police to review every memo and Intranet page. It just requires consistent, thoughtful education and awareness-building about the price of off-message communication.

In a typical organizatio

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

, the biggest trouble spots in Podium to Paystub communication-alignment efforts are IT, Finance, HR and Facilities. These staff guys have grown up with the idea that they get to set policies and communicate them, period. Having that orientation,

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

these managers might not immediately see that their well-intentioned, kneejerk policy-implementation efforts might derail your carefully honed communications plan.

For instance, I worked in one company that preached the virtues of global, 24/7,

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

virtual collaboration. We're Where You Are, was the message. Except, one day the Accounting department announced that it expected invoices from all departments to be hand-delivered to Accounting in order to speed payment. As if! That edict compl

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

etely undermined the "virtual" theme, and was quickly withdrawn. It takes a new mentality - one that the Internal Communications chief can reinforce in every interaction with fellow leaders - to move an organization from disjointed, at-odds commu

.

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

nication to a set of aligned voices, singing in harmony.

And it's amazing when it happens. Employees begin to believe the messaging, and to incorporate it into their thinking. You'll see the results in customer interactions and in the speed of c

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

hange efforts. Customers will perceive it. Job candidates and vendors will pick up on it, too. But it's an all-out effort: far past the language in your lovely printed pieces, you've got to touch the paystub, the podium, and everything in between

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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E-Folder - Internal Communication: From the Podium to the Paystub

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