Larry D. Lauer

This week the president of an association I am currently working with enthusiastically declared: “I am amazed. Our integrated marketing initiative is actually transforming this organization!”

Over the years the program heads in this association had created isolated silos. Most worked in the same building, yet each developed and promoted new initiatives independently. They did little market research, very little multi-platform communication planning, and felt no need to advance an integrated brand identity for the entire association.  They complained about getting little “promotion” support, which they  believed was the main problem when a program was not working well. 

Now, this president is amazed at how integration is bringing about productive organizational change. Whether or not integrated marketing truly is “transforming” really depends of how you define transform. There is little doubt, however, that with strong visionary leadership, organizations can evolve from their founding mission toward a bigger vision, so long as that vision is both realistic and inspiring. And this evolution can certainly be nurtured, facilitated, and accelerated though the professional use of integrated group processes.

Task forces, with sub-groups focused on special needs, can be very effective in getting key people on the same message page and moving the institution forward. Research and other action teams can assess market needs and identify competitive strengths. Focus groups can fine-tune the brand and set simple guidelines for the effective use of logos and design.

Eventually the result is a critical mass of energized opinion leaders on an accelerated “train” now headed toward a more exciting destination. And when that train starts moving, all the travelers on it begin to feel positive change and a new sense of personal and professional satisfaction.

Those skeptics left standing on the platform either jump on board at the last minute, or are simply left behind.  Many just become “dead wood,” and eventually a different kind of management problem. Others merely head off in a different direction, which in the long run will turn out to be good for them, and for the organization.  

Oh, and I should add that this president also said: “Several months ago I would have never believed this could happen. This is truly exciting!”