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Born to Thrive

Good Business, by David Hunt

Twelve months ago I was asked if instead of a festive greetings card, could we try and raise enough money to send 10 children to school in Africa. Of course, I was delighted to do something more meaningful than cards. This time of year can inspire the the very best from our society, and perhaps now we need it more than ever. 

Once again the team exceed my expectations, combining their passion & expertise to fund the education of 42 children, in just 2 weeks. They have since brought the total to 67 children. #High5ives

It should have come as no surprise to me, that repeating last year’s feat was not enough. Why fund individuals’ education, when you can build a school? This year, in support of Born To Thrive, we will build classrooms. How many? The target is one, but I certainly won’t be betting against a few more. #LYNXLife

I’m often asked about how hard it is to be CEO of Havas Lynx? Managing 200+ diverse experts? Preserving 30 years values & culture? And the answer is simple – it isn’t, at all. I have the best job in the world. I work alongside the most amazing people, doing amazing things. I don’t inspire them, they inspire me.

It is at this time of year that we receive gifts from our generous suppliers and contractors, instead this year please donate to https://mydonate.bt.com/fundraisers/havaslynx2 #BornToThrive

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#ChangeForGood

Almost three years ago I attended my first Havas Health Global Leadership Meeting. The theme was, “Change Faster”. It was a brilliant meeting, incredibly inspiring and a fantastic first taste of the network. It entirely validated our decision to join, and had me ready to change the world.

Except, on returning to Havas Lynx, whilst I was now beset on change, I had no idea where to start. On the 6th of October, I’ll be hosting the Havas Health Global Leadership Meeting in Miami, with Cris Morton. So that delegates can avoid similar confusion, the theme this year is very clear: #ChangeForGood.

Since that first meeting in January 2013, Havas Lynx has gone from strength-to-strength; building capabilities, winning awards, hitting targets and producing work that makes a real difference. At the heart of this success is an agile agency culture. We’re responding to the needs of the market, the needs of patients and healthcare professionals and the needs of our team.

I’m sure that managing an agency has never been easy. Certainly Mad Men provides an indication of the trials and tribulations of a previous – and less moral – era. But today, agencies must blend extreme diversity, from traditional creatives to engineers and mathematicians. Moreover, they then need experienced heads alongside digital natives who are ready to turn the working world upside down. And all this against increasing austerity, fiscal pressure and ambitions established in a golden age.

Changes to the market have been as profound as those within our agencies. We’ve moved from manufacturing brands to earning them, as we’ve witnessed the profound impact of our behaviour. We’ve moved from engaging consumers to prosumers, as we start to understand social dynamics. We’ve started to use creativity to maximise outcomes, and not points of sale.

Healthcare professionals and patients have also changed significantly, in both their behaviours and their expectations. Agencies are challenged to build relationships through new means, and in new ways. The format of the idea can now be as important as the idea itself.

We’re incredibly lucky. The world is amazing. Fuelled by technology, it changes every day; it’s fascinating, interesting and challenging, in equal measure. Our success is born from changing faster.

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Millennials, who’d have them?

Building an agency, by David Hunt

Born in 1980, I’m a borderline Millennial depending on your preferred interpretation. Regardless, I can still feel like an old man when it comes to Millennial engagement in the work place, which is why I’m so proud of our retention rate. Many agencies struggle to retain bright, ambitious talent, whereas at Havas Lynx, we prosper.

We believe Millennials want to make a difference and at Havas Lynx, we are committed to doing just that. We focus on improving patient outcomes; to drive commercial success for our partners. But our efforts don’t end with the client budget, we go much further. In 2015, we’ve already funded the education of 42 children in Africa.

We believe that Millennials want to exist within a vibrant community. #LYNXLife was launched to preserve and enhance our culture. It includes a tea lady, breakfast club and Summer Fun day offline, and Facebook and Instagram, online. To get involved, join us by following #LYNXLife.

Each year we conduct an internal survey.  Of 200+ participants 30 %  said professional development was their key priority. Many people challenge our investment in #LXAcademy accusing it of being excessive but I’d challenge us to spend more.

We try our best to shun excessive structure and hierarchy. Yes, the ultimate decision resides with the senior team but you won’t find us hiding in an office. To my knowledge, no-one at either Havas Lynx, or formerly Creative Lynx, has had their own office, and it’s my intention to maintain this record.

It’s up for debate how many of these principles are specific to Millennials and to me, it simply sounds like good business. But then again, maybe that’s just the Millennial in me.

Campervan

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Every week should be Carers Week

Following on from Carers Week 2015, we reflect on the need to do more to support caregivers and introduce our study into the holistic needs of those who care for people with long-term conditions.

‘Being a carer in 2015 can be incredibly tough, taking a huge toll on health and mental wellbeing, finances and relationships. More and more people are taking on a caring role – 10.6 million over the course of this Parliament. So getting it right for carers has never been more imperative. Carers can’t carry on doing this alone.’

– Heléna Herklots, Chief Executive of Carers UK.

Last week was Carers Week in the UK, an annual campaign that raises awareness of caring, highlights the challenges that carers face, and recognises the contribution that carers make to families and communities throughout the UK.

All week, at events and via the internet and broadcast media, stories of the commitment and devotion of carers have been shared. As was the case at Local Solutions’ annual information event at St. George’s Hall in Liverpool on Friday, which brought together charities and organisations to showcase the services available to carers. It was wonderful to see so many people coming together in support of the caring community, and it raised reflection on whether pharma does enough to support carers.

There are nearly seven million people in the UK who are carers, a figure that is on the rise; last week it was reported that three in five of us will be carers at some point in our lives. This isn’t a UK-specific problem: the World Health Organisation estimates a soaring demand for carers the world over, with needs rising by as much as 400% over coming decades in some developing countries.

The importance of the efforts of carers cannot be underestimated. To many patients, they are a lifeline; without carers, many simply couldn’t manage. To the British economy, they’re indispensible, saving the public an estimated 119 billion pounds a year.

Whilst the pharma industry is not immune to the importance of carers, it’s rare to find pharma-initiated interventions that target carers.

Why should pharma help?

Often the question is raised of which professionals are the gatekeepers to patient care, but arguably no one professional could be more important to the success of patient outcomes than the person caring for them every single day. Ensuring their health and wellbeing can drive greater treatment success. It’s also worth noting that carers are often ‘patients’ themselves; in a 2012 survey of 3,500 carers, 53% said they have suffered a long-term condition or illness, whilst 39% had put off medical treatment due to caring responsibilities.

Additionally, this is a group of people whose need for support is greater than ever. In spite of the indisputable fiscal and social value, cuts to financial support in recent years (such as the ‘spare room tax’ and the introduction of personal independence payment) have put carers under increasing pressure. Reports on carer wellbeing indicate that this is a strain they could well do without. Carers UK has recently published research showing that 82% of carers feel that looking after a disabled or older relative or friend has had a negative impact on their health.

The statistics are both alarming and compelling, but to uncover the full story and better understand what can be done to help we need to speak to people. It’s with this in mind that, over the coming months, we’ll be talking to carers about their needs and what impact caring for a person with a long-term condition has on their lives. These interviews will form part of a quantitative study to be included in our autumn white paper later in the year.

Pillars

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What makes Havas Lynx special?

The #LXAcademy, by David Hunt

“What is your point of difference?”, “Why should I work with you?”, or my personal favourite, “What makes Havas Lynx so special?” The answer is always the same – the people. But “people” does not just happen by chance. It takes investment, it takes values & it takes culture.

On the 30th of April we launched #LXAcademy 2015 at Manchester Town Hall. It was an awesome event, which reflected our commitment to, and investment in, skills development. Lucy May was inspiring as she discussed the opportunities for progressive change in healthcare with a commitment to a more holistic patient journey, fuelled by creativity. Dave Birss then followed with some phenomenal case studies that were deconstructed to their core, as we explored the discipline behind creativity. Dave beautifully illustrated the power of ideas to drive change across society. However, the greatest point of inspiration was the collective passion & expertise of the Havas Lynx community, with over two-hundred experts committed to Helpful Change in healthcare.

Over the next six months there will be over one-hundred sessions, covering Agency Fundamentals, through to Core Expertise and Thought Leadership. Not everyone in an agency has an eye for design, not everyone can use PowerPoint, and not everyone has a quality first approach – they should. The curriculum for Agency Fundamentals seeks to change this. Numerous articles and research papers discuss the most likely reason an agency would be sacked, and it’s almost always a lack of quality, attention to detail, or put another way – the fundamentals. The details count, and they are a priority for Havas Lynx.

I’d like to be a better CEO, and I’m sure that I am not alone in wanting to be better at the day job. We’ll be tackling payors and market access, content designed for a more social world, and the account teams will spend time with a restaurant manager to discuss silver service. It’s amazing the amount agencies spend on recruitment and salaries, and then neglect training and development.

The Thought Leadership programme will include discussing teamwork and marginal gains in a Formula One pit-lane, how an NHS Trust uses twitter to manage patient well-being and how the police negotiate with terrorists. All of the sessions are made available on YouTube, with last year’s #LXAcademy attracting 100,000 views, to further validate the quality.

Like all things the success of the #LXAcademy 2015 will be based on the people, the more they put in the more they will get out. As always, I’m happy backing the Havas Lynx community.

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The GENERAL Election 2015

Building Brands, by David Hunt

Our politicians should be expert at the governance and stewardship of the United Kingdom. I’d prefer that they excel at economic strategy rather than twitter, that they can protect the long-term future of the NHS rather than operate periscope, that they drive education standards before using Instagram. I entirely understand their use of agencies to build their brand and develop meaningful relationships across society. I don’t want marketeers in government, I want politicians.

But my God, their agencies should be sacked.

I’m not frustrated by a lack of innovation, but by the lack of appreciation for relevance and authenticity in the social world. This election has been marketed from the 1990s, but without the passion. Society today demands real interaction, authenticity and empathy. Inevitably there will be countless communication experts advising our politicians, but rather than helping them to build relationships, they’re dismissing them.

The so-called TV debates, have been nothing of the sort. A debate; a formal discussion on a particular matter in a public meeting. The country has simply been subjected to a series of sound bites that have little or no reference to the points or questions made either side. When Tony Blair was campaigning in 1997, society was largely restricted to traditional media. Budget ensured exposure and the message manufactured the image. Voters were limited by physical proximity, their discussions taking place in their location. Today we can be nationally dismayed, frustrated and lost. If politicians won’t participate in a debate, then today we can conduct one without them. The fact that they have remained oblivious to the need to be relevant and genuine demonstrates either ignorance or arrogance, but is most certainly costly. Like many others, I don’t need perfection, I don’t even need to agree with all of the policies, but I would like to participate in a democracy. In 2015, true engagement beats stone slabs every day.

“The Community is King” should be more pertinent than ever in an election. Our horizons are broader when searching for answers, our community is larger when arguing our case. Technology has ensured we no longer have to tolerate a “politician’s answer”, and that an irrelevant leader can become an irrelevance. Stage management is understandable as there is a lot at stake, but not to the point that the show should be cancelled. For the Prime Minister to ask for the country’s endorsement to tackle world leaders on critical affairs, but be unwilling to debate local opposition in a public setting, is a critical oxymoron. As a business leader, I believe David Cameron has done a good job leading the economic recovery, however his decisions to build a relationship with the majority is fundamentally flawed.

More than ever before, the United Kingdom has the opportunity to be a community, debate national politics and shape our future together. It’s just a crying shame that no one told the politicians.

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Public or private, healthcare should focus more on happiness than holding on

‘Everywhere I see the mistake of ignoring that people have priorities in their lives besides merely surviving another day.’
– Dr. Atul Gawande

In Britain, the current strain on the NHS is a key topic as we head towards the general election in May. In the closing moments of a live debate on Channel 4 News last night, Health Secretary Jeremy Hunt commented that, ‘for the public, it’s not about public vs. private; it’s about good care vs. bad care’. But do we know what good care is?

The healthcare industry has been built upon treatments. Progress to date has been based on innovating around the molecular, on tackling problems in the minutiae of the atomic arena. It has brought some incredible advances and delivered great success in changing lives.

However, it’s a focus that ignores the bigger picture of the patients these treatments are created for. Patients whose conditions may infiltrate every aspect of their lives, and have consequences that they live with until their dying day. For these people, treatment is just one aspect of their journey, and the care they require extends far beyond this. They need help in communicating with professionals, understanding and accepting the implications of their condition, taking control of their health and the other aspects of their life it affects (work, finances, family). Unsupported in any of these instances, patients can feel isolated, confused, and deeply unhappy.

In his BBC Radio 4 Reith Lectures in December, Dr. Atul Gawande exclaimed that, ‘we’ve been rather limited about what we [in healthcare] think our job is, building systems of care for human existence. We think our job is to ensure health and survival, but really it is larger than that. It is to enable wellbeing, and wellbeing is ultimately about sustaining the reasons one wishes to be alive.’

We need to pay greater respect to wellbeing and happiness. It might sound trite to say that happier patients are healthier, but improved wellbeing has been shown to improve cancer outcomes, lower the risk of heart disease and stroke, encourage adoption of healthy behaviours, and even lengthen lifespans (amongst other health benefits).

In an era in which healthcare moves to outcomes based performance models, ensuring patient wellbeing could be a catalyst for improved treatment-brand success. It’s time to look far beyond the pill, from the beginning of a patient journey to the very end, and provide support at every moment in between. Support that instils patients with the happiness, confidence and encouragement to stride on toward a positive outcome.

For more on the power of subjective wellbeing and holistic support, read our latest white paper,  Smiles That Save Lives

Watch our introduction of our interview with Lucy May Middleton, holistic support advocate and educator here

Smiling cat

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Good Cause

Doing Good, While Making Money

Social Success, by David Hunt

I talk about this a lot, but make no apologies for the frequency. I’m proud to work in Pharma, and see it as an opportunity to use insight, imagination & innovation to make a difference. I didn’t choose to work in healthcare, I simply liked ideas. In all honesty, as a bullish graduate I would have preferred Nike over Pfizer, but the world changes, and so do we. Today I choose to have a significant impact on society, over a cool one.

Paul Polman, CEO of Unilever, says: “The business benefits from ethical practices are not soft ones about reputation or image. They are hard measures of growth and margin improvement. Wherever you look, it’s a no-brainer“.

I agree 100%. Havas Lynx aims to help patients, their families and HCPs to improve outcomes, whilst also driving the commercial success of our clients. We call it #HelpfulChange, and whilst it sounds improbable and unrealistic, it has been the central strategy behind our success. It aligns with the increasing trend for Pharma companies to out behave the competition & benefit through their enhanced brand equity. Unfortunately the more conservative in our industry wait for others to fail & win by default. Doing nothing, but doing nothing wrong, they would argue. These people fear their brand, and lack the courage their power affords them to improve society. Those that embrace this power, those that choose to make a difference, and show courage in their actions, will succeed in today & tomorrow’s social world – they’ll have a brand with meaning.

Johnson & Johnson have invested in Care4Today, through Janssen Healthcare Innovations. Like many others, they believe innovation can improve outcomes. However, unlike the majority, they have invested significant time & resource to bring forward that day. They will both make a difference, and secure a competitive advantage.

AstraZeneca invested in a critical testing infrastructure for non-small cell lung cancer. Monthly tests increased from 18 to 452 over the course of the campaign. Patients were more accurately diagnosed, treatments more accurately prescribed.

Novartis support Skin To Live In and, despite the regulatory challenges, aspire for it to be the most progressive campaign in healthcare communications, supporting the community & building brand equity – a fair trade.

These are just a few examples from our portfolio, beyond Havas Lynx there are numerous other superb cases of brands doing good and making money. It is the future of our industry, one that will be shaped by passion & courage.

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#LXAcademy Awards

At the heart of an agencies success are the people. Heritage, structure and framework are simply the platform. As a business we are committed to attracting, developing, engaging and retaining the very best talent. The #LXAcademy was conceived to build core expertise, and inspire imagination, curiosity & courage, across science, creativity & technology. The #LXAcademy Awards was a celebration of everything we have all achieved in 2014 – it was our finest night.

The submissions were exceptional & really quite humbling. The team behind Care4Today combined insight & innovation, with passion & belief. Their presentation belied their engineering background & claimed the Grand Prix award. The team driving Novartis Dermatology deservedly won Creative use of Technology, as we continued our track record of being digital pioneers at EADV. Combining consumer technology with pharma insight, they quickly & efficiently created a unique point of difference in a competitive environment. Having clocked up 320,000 miles for AstraZeneca and revolutionised their Japanese market, the team of the year was entirely deserved. Not everyone can travel the world & consistently bring energy, ideas & value. One of my personal highlights for 2014 is our partnership with Lundbeck, we share vales & ambition, and I was delighted that our team recorded best online campaign, it demonstrated superb alignment of insight & innovation. It also demonstrated a client-agency relationship working in tandem, towards a shared goal, delivering results. #SKINTOLIVEIN rightly won campaign of the year, described by a Big Pharma CEO as the most progressive digital campaign in their portfolio, there was little more for the judges to add. However it was also impossible to ignore the effort, expertise & collaboration required to make something so unique and of so much value to patients & pharma.

There’s a buzz in the agency & the awards epitomised this. It has also set expectations for 2015, with regards to #LXAcademy, the awards and #LYNXLife, which is scheduled to be launched in January. Our number one priority is our talent, we believe that the rest follow. Our staff retention is at 90%, we receive 120 applicants a week and 50 people have celebrated 5 years with the business. HAVAS LYNX is a great agency with great clients, and the #LXAcademy Awards were a fitting celebration.

None of this would be possible without @carlwalker & Lisa Jones, driving the #LXAcademy, supported by the amazing internal experts and our external thought leaders. And a special thanks for organising the awards to Sam Luk & the LX  Ambassadors.

You can watch some of our inspiring LX Academy thought leadership sessions on our Youtube channel and see photos from the night on facebook and twitter10356266_785876774803420_9066949141867259432_n

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Build it & they will come

Social Media, by David Hunt

Of course they will come. We’ve sweated blood, sweat & tears to establish our social media governance. We’ve aligned all our internal stakeholders, agreed our polices & opened the doors!! We’re big pharma & they’ll be delighted to talk to us!!

To launch a social campaign requires effort, ambition & conviction. Ironically, the internal campaign required to launch a social media initiative can consume the energy necessary to drive external engagement. In essence, the internal customers can take precedent over external. The product of this dilemma is often, “Where are the interactions? Where is the engagement? Where is the community?” It’s not enough to simply open your doors, you need to build an engaging presence.

Content is King, or so we are told. However, without context & relevance we are simply pushing messages via a new platform. We all see & publish countless updates that are neither liked, retweeted, repinned or shared. And they should, they’re good. However, they’re most likely not relevant to the viewer, or the viewer is not relevant to us. To overcome this, content strategy has to be more agile. It should respond to search & community trends and the evolving interests of peers – to be relevant we must be current. Beyond this, distribution should use expert community management & intuition vs. a pre-determined timeline – to be relevant timing is critical.

There are those in society who talk solely about themselves, their agenda, their opinions. They are typically tiresome & isolated, with a hint of arrogance & belief in their own self-importance. I have a community of family, friends & peers. I’m happy to respond, engage & participate in their stories – we have genuine, balanced relationships. Pharma HAS to work harder in being a member of the community. A social endeavour must have a framework to participate & build an engaging presence – to be interesting we must be interested.trapeze

Sadly not everyone likes me. Like everyone there are those whose company I enjoy, those I don’t. Online is no different. In pharma communications we need to work harder to find peers with whom we can form mutually beneficial relationships. With limited time & effort we could identify 100 new & valuable online acquaintances. We can see their bio, online footprint, sentiment & areas of interest. As we build our presence we can, we can build these relationships. Taking time to listen, engage & discuss – to deliver ROI we need to be social.