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A People-Centric Evolution in the Health Industry

Better anticipating customer needs along their care journeys with Type 1 or Type 2 diabetes

Client
Medtronic
Opportunity
Support a legacy health and biomedical giant in transforming its marketing organization’s mindset from traditional and product-centric, to human-centric, building an opportunity to better engage with people along their journeys with Diabetes.
Outcome
Measurable marketing and sales results enabled by new agile teams, and positive impact on culture, effectiveness, and efficiency in the organization’s team

Amidst a challenging market environment wrought with endless new entrants and technological development, Medtronic Diabetes sought to shift a product-centric mindset to a customer-centric mindset. This transformation was focused on enabling marketing, clinical, and sales team members to evolve to a sustainable new way of working. As a global leader in helping people with Type 1 and Type 2 diabetes, Medtronic focused this agile marketing pilot on establishing the internal mechanisms required to make people-centric marketing and services: real, effective, and long-lasting.

Working with the Marketing Leadership Team and teams within marketing and partner organizations, we helped establish priorities, programs, and tactics for the enterprise. This strategic foundation guided agile pilot teams as they created better value for people with diabetes, realized value for the business, and developed agile ways of working. Our focus on cultural buy-in and foundational marketing elements supported and fostered sustainable change for Medtronic in a tumultuous market environment, and built more personal connections to care for people impacted by Type 1 and Type 2 diabetes.

The pilot teams in the marketing organization alone made tremendous strides in both effectiveness and customer engagement. A few of their initial strategic priorities resulted in:

  • Generating 4x leads and click-throughs on impactful patient engagement materials
  • Driving a 40% improvement in contact rate by decreasing the time elapsed between patients’ contact form submissions and corresponding call center response

Additionally, our baseline and pulse survey showed that marketing and cross-functional team members perspective shifted in just 3-months during the agile pilot:

  • 10x more marketing team members described the organization as innovative
  • 4x more marketing team members described the organization as transparent
  • An 80%, 70%, and 60% increase in team members identifying Medtronic Diabetes Marketing as experimental, flexible, and committed to continuous learning, respectively

The agile marketing pilot teams gained leadership support for their approach and their work, drove positive cultural change across the organization, and fundamentally changed the way the Leadership Team prioritized and structured marketing programs. Medtronic’s ability to better connect and serve people with Type 1 and Type 2 diabetes drove the purpose, meaning, and transformative results for these newly engaged marketing teams.