1.
Lean Communications:
Process Improvement in PR and Corporate
Communications Using Lean Six Sigma
Reid Walker
November 2012
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Overview
PR and corporate communications programs are critical to the success of Some believe it’s all about
your business. However, there is frequently a lack of clarity around the
implementation, measurement, and success of many communications having a relationship with
programs. Some believe it’s all about having a relationship with a few
reporters or sending out the occasional well-written press release, but with the a few reporters or sending
fragmentation of the media, everyone is now a consumer and producer of
out the occasional well-
“media.”
Is there a way to create innovative, clutter-busting programs with focused and written press release, but
quantifiable business results without wasting time and money?
This paper examines the application of Lean Six Sigma in the development and
with the fragmentation of
improvement of communication programs by showing that the processes the media, everyone is now
involved result in data that can be measured and analyzed to deliver more
insightful, targeted efforts with more impactful outcomes. Innovative companies a consumer and producer
can benefit from growth, adaptability and success while enhancing their brands
and reputations with the faster and better results that emerge from improved of “media.”
communications programs.
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PR, Corporate Communications and the Service Process Challenge
Stakeholder communications plays a critical role in business strategy especially By using quantifiable
when it comes to enhancing brands, as well as building and securing reputations
in a constantly changing business environment. By using quantifiable data to data to improve the
improve the processes involved in communications, businesses can benefit from a
targeted approach to achieving reputational goals. processes involved in
Social media is clearly one of the most important factors in building reputations, communications,
backed by a global population of more than 1.97 billion Internet users with
over 266 million located in North America alone. In 2010, 600 million of these businesses can benefit
global Internet users were registered on media platforms such as Facebook while
175 million were on Twitter. With such a critical mass of attentive focus, no from a targeted approach
business can afford to ignore their social media strategy. Unfortunately media
to achieving reputational
fragmentation often results in wasted efforts because businesses end up with
uncoordinated and ineffective strategies by trying to reach a wider audience goals.
through new channels, without knowing whether their efforts are delivering the
needed results or not.
Having a corporate Instagram account and posting pictures online is pointless if
a business cannot determine whether it contributes to their desired reputational
goals or whether their target audience is camped out on LinkedIn instead.
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PR, Corporate Communications and the Service Process Challenge
With the success recorded by practices such as Lean Six Sigma in process improvement Having a corporate
and the high rate of efficiency and quality delivered as a result, it was only a matter of
time before considerations were made concerning the application of Lean Six Sigma Instagram account and
(LSS) in fields such as PR and corporate communications for process development and
improvement. However, making this applicable and useable comes with a number of posting pictures online is
challenges. To better understand the core of the “Lean” aspect in LSS, you must
pointless if a business
know its sole focus: to arrive at efficiency by eliminating waste from a process,
where waste refers to aspects that limit process speed and efficiency. According to cannot determine whether
Taiichi Ohno of the famous Toyota Production System (TPS), the forerunner to
Lean, 7 kinds of Muda, or waste, exist: it contributes to their
• Overproduction of products not demanded by customers
• Inventories awaiting further processing or consumption
desired reputational
• Unnecessary over-processing goals...
• Unnecessary motion of employees
• Unnecessary transport and handling of goods
• Waiting for people, processes or functions
These definitions of waste serve the manufacturing world but will not work for service
processes such as communication.
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PR, Corporate Communications and the Service Process Challenge
“Sigma” in LSS refers to a statistical deviation from perfection which may result We have to examine and
from variations deviating from standards of quality. The problem is that unlike
manufacturing where quality standards are usually exact measurements, quality in redefine LSS in the context
service processes is based on individual or collective experiences of people not a
measurement against certain specifications as it is in manufacturing. As such these of communications
challenges arise:
programs and processes.
• Services processes are focused on people not machines, so standardization is
not the ultimate goal.
• The fact that we cannot standardize processes means that quality also cannot
be standardized.
• Visibility of Work in Process (WIP) is often difficult; however the negative
connotations are there all the same.
• The flow in such processes is typically of information not products. Information
may be written or oral and visibility of such information is limited unlike
manufacturing where product flow is visible and can be standardized.
Other differences exist between service and manufacturing processes however
the important factor is that these differences create a challenge in applying
Lean Six Sigma to service processes. These problems notwithstanding,
significant opportunities do exist. In examining several solutions that are
designed for service processes using LSS methodology, the answer lies in redefining
LSS concepts and applications in the context of communications programs and
processes.
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Lean Communications:
Improving Quality and Efficiency in the Communications Process
Redefining LSS concepts in the service context has been accomplished in finance, 7 Muda (Waste) of
healthcare and other sectors. Key changes have been recommended which have
some bearing in fields such as corporate communications. In terms of redefining Corporate Communications
the concepts, Bicheno and Holweg1 came up with broad-based recommendations 1. Delay
for redefining the original 7 Muda for service-based processes. We have adapted
these to serve the needs of corporate communications: 2. Duplication
• Delay on the part of customers in a communication process where they wait for 3. Unnecessary movement
information or a response. The customer’s time may seem free to the provider, but
when the quest for information or response is taken elsewhere the pain begins. 4. Unclear communication
• Duplication by having to re-enter data, repeat details on forms, copy information
5. Lost opportunity
across, or answer the same queries from several sources.
• Unnecessary movement with a lack of one-stop solutions to customer 6. Errors in service transaction
requirements, creating the need to seek answers from multiple sources.
• Unclear communication and the waste of seeking clarification, confusion over
product or service use, wasting time finding a location that may result in misuse or
duplication.
• A lost opportunity to retain or win customers may involve a failure to establish
rapport, ignoring customers, unfriendliness, and rudeness.
• Errors in the service transaction or product defects in the service.
1
Bicheno, J. and Holweg, M. (2009) “The Lean Toolbox: The Essential Guide to Lean Transformation”,. 4th edition, Buckingham:
PICSIE Books
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7.
Lean Communications:
Improving Quality and Efficiency in the Communications Process
This adaptation provides a good entry point for approaching the issue of defining Critical to Quality refers to
process improvement within a company’s communication programs from the
Lean Six Sigma perspective. In addition, researchers such as Schleusener have the core elements of the
also proposed that service-oriented businesses should adopt three principles of
statistical thinking in order to apply Sigma methodology to their efforts: service that are necessary
• All work is a process.
to meet or exceed
• All processes have variability.
• All processes create data that explains variability.2 customer expectations.
This approach means that if we can determine processes that provide data we can
measure for variations and deviations from means associated with quality. In terms
of defining quality based on customer expectations which are subjective, we can use
the principle of conformance to customer Critical to Quality (CTQ) requirements
to determine the quality of processes. Critical to Quality refers to the core elements
of the service that are necessary to meet or exceed customer expectations. These
should be clearly defined and agreed to by all parties. A point based system may be
used to collect customer responses and grade them against a scale of expectations
in order to provide some standardization. Customers from the communications
strategy perspective refers to analysts, bloggers, media, and regulators as
important target audiences when it comes to building corporate reputations.
Once collective responses have been collated they may be standardized to provide
data for comparison of processes against CTQ objectives.
Smith, Kennedy. “Six Sigma for the Service Sector.” QualityDigest. Kennedy Smith, May 2012.Web. 31 Oct. 2012.
2
<http://www.qualitydigest.com/may03/articles/01_article.shtml>
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Applying DMAIC to Corporate Communications
We agree with Bicheno and Holweg as well as Schleusener that waste can be To better align core LSS
redefined for service processes and all work consists of processes which create
data that explains variability. To better align core LSS principles to improve a principles to improve a
company’s communications programs we recommend adopting a specific
Lean Six Sigma approach called DMAIC (Define, Measure, Analyze, Improve, company’s communications
and Control) where the focus is on streamlining programs and obtaining
programs we recommend
data in order to analyze, develop, refine, and improve processes for better results
that create faster and more focused reputational impact. adopting a specific Lean
Applying DMAIC to Corporate Communications
1. Define
Six Sigma approach called
Reputation is a critical factor to a company’s success; most efforts of the DMAIC...
communications process are aimed at building a reputation for a company
and its products while deriving attendant benefits such as increased sales and
improved financial performance.
However, corporate communications is not a single monolithic process; it consists
of several other processes and sub processes. Public relations is an aspect of
communications and has its own sub processes which need to be targeted for
improvement. Following the Pareto principle, if we can target 20% of the constituent
processes that provide the opportunity for improvement, the remaining 80% may
benefit from positive results and the entire communications effort improves in
terms of quality and effectiveness. Some companies have defined communication
strategies that require process improvement; other companies don’t have such
requirements in place and need to develop processes as part of a new effective
strategy. All these needs are addressed in the Define phase.
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Applying DMAIC to Corporate Communications
The relevant processes to be developed or improved should be determined in Reputational CTQs are
this first phase by defining the necessary reputational CTQs. These reputational
CTQs are key factors that need to be met or improved based on the stated aspects that need to be
requirements of targeted stakeholders. Requirements can be derived by examining
both the internal and external facets of the company’s strategy, practices, and met or improved based on
market. Internal developments are responsible for external consequences and a
the stated requirements of
synergy between both efforts is required for an effective strategy.
Focus on the target audiences of the communication sub process involved and targeted stakeholders.
eliciting information from them should help determine the Voice of the
Customer in LSS parlance, which means what the target audiences expect or
values and their requirements for satisfaction. Requirements can be determined
through surveys, interviews, or the use of tools such as a SWOT Matrix which
can help provide some parameters for reputational CTQs and processes that need
improvement (see Table 1).
SWOT FACTOR CLASSIFICATION DESCRIPTION
Strengths Internal Aspects of the business and its strategy that count towards an improved reputation.
Weaknesses Internal Aspects of the business and its strategy that place its reputation at a disadvantage when
compared to others.
Opportunities External Areas of growth through which a company can enhance its reputation in its niche and
marketplace.
Threats External Factors which are a threat to reputation and will have to be dealt with.
Table 1: Example SWOT Matrix framework for communications.
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Applying DMAIC to Corporate Communications
Through SWOT Analysis, a company may discover that one of its reputational ...the process...may have to
CTQs is “Great Customer Support.” Following this discovery, the process of
customer support may have to be broken down in order to determine its quality be broken down in order
drivers and performance requirements from the customer perspective using tools
such as CTQ Trees (see Diagram 1): to determine its quality
drivers and performance
Need Quality Driver Performance Requirement requirements...
96% customers satisfied
Waiting Time
Calls responded to within 20 seconds
Great Customer
Support 90% say support response is friendly
Friendliness
Maintain responses typical of friendly engagement
Follow up email/call in 24 hours
Follow Up
Ask to be of further help
Diagram1: CTQ Tree for “Great Customer Support.”
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Applying DMAIC to Corporate Communications
If the process was a weakness, process maps would also have to be developed A new company may have
in order to provide visualization and determine areas where problems are located,
how they affect performance requirements, and how to reduce or eliminate such customer support as part
problems. In some cases processes may not even exist and will have to be developed
to meet stakeholder expectations. A new company may have customer support of its service offering even
as part of its service offering even though it may exist without being part of
though it may exist
a defined communications strategy. The same company might lack a means of
distributing communication to stakeholders about new products and services, without being part of a
meaning that this process will have to be developed from scratch and a
corresponding communications strategy structured to identify other areas where defined communications
they may be lacking completely or require improvement.
strategy.
2. Measure
Having established process maps and CTQs in the Define phase, at this stage
it is time to measure the attributes of target audiences. The extent to which
established processes effectively support the reputation of the company and its
brand among audiences needs to be ascertained.
Stakeholders or target audiences are typically classified into 2 categories:
a. Primary Stakeholders:
People who are the direct targets of the communication programs of a company.
This depends on what the company in question is offering but this audience
may consist of groups such as: customers, C-level executives, consultants,
decision makers, members of the government, industry analysts, bloggers etc.
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12.
Applying DMAIC to Corporate Communications
b. Secondary Stakeholders: Influence in communication
Intermediaries who are indirectly targeted in communication efforts such as:
partners, social sites, developers, and members of the media among others. means anyone that has a
It should be noted that in regular stakeholder analysis, a third category known
as Key Stakeholders or Influencers exist. These are either primary or secondary
say in how people perceive
stakeholders with an influence over others in their organizations or groups. a service or product and
However in communications, members of primary and secondary stakeholder
groups are all considered key stakeholders because reputations are based on opinions their responses to
formed by a collective group of individuals who are either direct or indirect
targets of your communications strategy. Everyone in either category 1 or 2 is
communication efforts have
considered an influencer with varying degrees of importance. to be measured.
Consider a company that offers payment processing and had flaws in its gateway
made public by a tech blogger having no direct communication channel to
inform the company of its problems. Either their communications strategy had
no stakeholder analysis that identified the need to target such users or a strat-
egy did not exist in the first place. The story could easily damage that business.
Influence in communication means anyone that has a say in how people perceive
a service or product and their responses to communication efforts have to be
measured.
New companies need this analysis in order to know how to plan and direct their
communications programs. Writing innovative press releases without knowing who
these releases are supposed to target in the first place is a wasteful exercise.
Through the Measure phase, a business can appropriately classify stakeholders
so targeted communications can lead to a higher reputational impact.
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Applying DMAIC to Corporate Communications
Using tools such as Mendelow’s Matrix stakeholders can be mapped and classified
to determine the appropriate communication efforts required to target specific
audiences based on the Power/Interest approach as elaborated by Mitchell and
C
POWER
Agle3.
SECTION
A
POWER/INTEREST
WEIGHT
Low Interest
+ Low Power
DESCRIPTION
Require minimal effort in
communication programs but should
be monitored
INTEREST
D
B Low Power Should be kept informed INTEREST
+ High Interest
A
C High Power Ensure enough information is
B
+ Low Interest provided in order to keep them
sufficiently satisfied about the
company’s brand and reputation.
POWER
D High Power These are key players who should be
+ High Interest encouraged and influenced regularly
as part of communication strategy.
3
Mitchell, R. K., B. R. Agle, and D.J. Wood. (1997). “Toward a Theory of Stakeholder Identification and Salience: Defining
the Principle of Who and What really Counts.” in: Academy of Management Review 22(4): 853 - 888.
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Applying DMAIC to Corporate Communications
For each group of target audiences, a strategy to compare the company’s For each group of target
reputational objectives against the actual situation which currently exists must
be developed. Teams working on the strategy use metrics to determine when audiences, a strategy to
improvement has occurred after refining a process. Using the same example of
“Great Customer Service” in the Define phase above, the process could said compare the company’s
to have failed or be inefficient if calls are not answered within 20 seconds or a
reputational objectives
percentage of surveyed customers, e.g. up to 20%, consider support staff
unfriendly. Improvement occurs when standards have been attained. When a new against the actual situation
company has no such process in the first place, it has to be implemented by
comparing standards that apply in the most efficient businesses in its sector, which currently exists must
maintaining and improving on such standards.
be developed.
Using an alternate example, online marketing as a communications process could
be said to be ineffective if the process does not correspond to “X” amount of
sales, does not lead to a percentage increase in inquiries about a particular
product, or the value of the number of purchases on the company’s website is
different from the average recorded in a year. Metrics ultimately help
ascertain process improvement. Tools such as CTQ Trees can help determine
performance requirements for which successive efforts at process development or
improvement can be measured. Performance capability gap analysis can help
determine the difference between the process status quo, those of competitors,
the best in the industry, and other metrics that should help determine what
level the process or overall communications strategy ought to be at.
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Applying DMAIC to Corporate Communications
3. Analyze 5 Whys Example
The team should now understand their current position and the difference
between what they desire and the reality of their position in the market. The 1. Why is this message not working?
challenges impacting the attainment of the performance level they need to a. Because we can’t be sure we are
reach can be analyzed for root causes. Value-stream maps can be used to target reaching our target audience.
areas of improvement such as the appropriate reputational messages to
communicate to target key audiences or the lack of relevant data to perform certain 2. Why can’t we be sure of this?
internal tasks that help with effective communications. Value stream mapping a. Because our distribution system is
is a technique used to analyze the flow of systems and information in order to hard to track and measure.
better understand it.
3. Why is that?
Other tools and methods of analysis such as the 5 Whys can also be used in this a. Because our target audience is so
stage of analysis. For example if reputational messages are being developed, the large.
5 Whys application could be used to determine possible reasons why a message
does not have the desired effect on target audiences. It can also be used in 4. Why does it need to be so large?
developing entirely new messages as part of its strategy, where questions are a. Because we have a great product
asked about reasons the message strategy may not have the desired effect upon that could appeal to a lot of
implementation. The 5 Whys help unlock core issues or problem, for example: different audiences and we are
1. Why is this message not working? not sure who we will reach.
a. Because we can’t be sure we are reaching our target audience.
5. Why can it not be segmented and
2. Why can’t we be sure of this?
measured?
a. Because our distribution system is hard to track and measure.
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Applying DMAIC to Corporate Communications
3. Why is that? Care must be taken to en-
a. Because our target audience is so large.
4. Why does it need to be so large? sure that the interviews
a. Because we have a great product that could appeal to a lot of different
audiences and we are not sure who we will reach.
result in honest responses
5. Why can it not be segmented and measured? not responses that are giv-
The analysis stage involves collaboration by the cross functional teams involved.
In the case of reputation, new messages may need to be developed which en in order to benefit from
incorporate the priorities that the team decides the company needs to address
perceived rewards.
as part of its communication strategy, and testing may need to be used on
target audiences. For proposed efforts to remain within budgeting requirements
cost accounting tools may also be required.
Interviews and other means of opinion measurement which take stakeholder
responses into account can be compared against desired goals of the reputational
messages they might have been subject to. Care must be taken to ensure that
the interviews result in honest responses not responses that are given in order to
benefit from perceived rewards. Impact can also be determined by finding out
focus group opinions through independent research and examining sources of
public user opinion, e.g., forums, blogs, social network comments, and other
media sources.
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Applying DMAIC to Corporate Communications
4. Improve Process maps resulting
At this stage data and information should have emerged from previous phases
which will highlight areas of communication tactics and messages which need new from team analysis can help
processes or which can be improved, such as the reputational message example
described above. Some of the information which may have emerged from earlier in making comparisons
phases can include:
• List of reputational CTQs ordered by rank.
between old processes and
• Process maps showing deficient or non-existent communication processes, areas new processes based on
that fail, and why they fail.
• Measures that identify what elements of independent communication processes recommendations in the
need improvement to satisfy reputational CTQ requirements. Measures also
identify processes that need to be developed to achieve objectives.
“Analyze” phase.
• Strategies that address new requirements through varied methods.
Process maps resulting from team analysis can help in making comparisons between
old processes and new processes based on recommendations in the “Analyze”
phase. Showing clear causes of defects or failures in the old way of doing things
is critical as well as how the new processes aim to solve the underlying problems.
In the case where entirely new processes are being developed with no baseline
to compare them to, analysis with the existing processes of a competitor may be
required before development.
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Applying DMAIC to Corporate Communications
Implementation should be in pilot phases to compare the performances Areas of future improvement
of the newly implemented processes and determine if indeed a solution has been
found that improves on the existing process. Pilot phases should be compared need to be determined and
to determine which provides the most significant degree of effectiveness,
determined by the number of reputational CTQs they help improve with worked on as part of a
the least amount of risk. Benchmarking tools are essential in this stage
to determine the actual rate of process improvement versus the status quo.
continuous process known
Launch timelines for new process implementation are also a critical aspect as Communications
of this phase and should result in a detailed plan which can be tested in real
world situations. Internal and external aspects of the strategy will also need to be Process Improvement
tweaked to improve the communications program.
5. Control
(CPI).
Benefits gained should be documented and maintained in order to not lose
ground on areas of improvements. Areas for future improvement need to be
determined and continuously incorporated as part of Communications Process
Improvement (CPI). One key is reputational behavior observed and feedback
gained from external sources measured through means such as surveys, opinion
gathering, social media monitoring, and other analytical methods.
In areas where positive benefits have been gained from new or improved
processes, teams must assess such processes and determine a reputational plan of
action should circumstances change.
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Applying DMAIC to Corporate Communications
This means if the old process was a Plan A and the new process a Plan B, a Continuous improvement
contingency Plan C or even an additional Plan D should be in place to deal with
potential new problems that may arise impacting the effectiveness of the new means assessing
process.
Continuous improvement means assessing reputational CTQs to determine if
reputational CTQs for
there is any change in requirements. The “Great Customer Support” trend may desired audiences to
have shifted in a specific sector and using old performance requirements alone
may be ineffective. In an age where social media is growing exponentially, determine if there is a
Mashable noted that 62% of customers have already used social media for cus-
tomer service issues while 56% of the major brands don’t respond to complaint change in requirements.
comments on their Facebook page and 71% ignore customer complaints on
Twitter4. But that statistic will continue to evolve quickly. Already a large
number of companies are shifting towards social media for customer service
in addition to regular channels. If this becomes a performance requirement
for your sector from the stakeholder perspective, getting in late will be a
disadvantage. People want their problems attended to faster and when
competitors are doing so via social media, focusing on email and telephone
channels alone may be a company’s path to extinction. After all, more people
these days spend their time on social networks, with 66% of online adults using
social networking websites5. Scenarios such as this make continuous improvement
an integral requirement of communications programs.
4
Rollason, Harry. “While Social Media Makes Better Customer Service.” Mashable. Mashable, 09 Sept. 2012. Web. 31 Oct.
2012. <http://mashable.com/2012/09/29/social-media-better-customer-service/>.
5
Brenner, Joanna. “Pew Research Center’s Internet & American Life Project.” Pew Internet: Social Networking (full Detail).
Pew Internet, 17 Sept. 2012. Web. 31 Oct. 2012. <http://pewinternet.org/Commentary/2012/March/Pew-Internet-
Social-Networking-full-detail.aspx>.
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Applying DMAIC to Corporate Communications
There should be frequent assessment of existing processes which may work Excellence and
optimally in their current configuration but may require improvement if audi-
ence requirements and opinions change. Measuring changes and determining effectiveness in
how to sustain gains and improve the communications strategy may involve the
following: communications can be
• Regular assessment of the voice of the target audiences and stakeholders (Voice
of the Customer) to determine if reputational CTQs have changed.
improved substantially
• Brainstorming sessions to determine if the reputational messages developed through data-oriented
and the manner of message dissemination comply with current needs and
future requirements. methods which complement
• Ensuring new requirements are embedded into planned processes.
Concerns may exist about the involvement of metrics in what communications
the creativity of
team members believe should be strictly a creative process, but it is important that communication efforts and
they understand and accept this aspect of process development and improvement
for future situations. Excellence and effectiveness in communications can be innovative strategies.
improved substantially through data-oriented methods which complement the
creativity of communication efforts and innovative strategies. This approach
can help ensure that a firm outperforms the competition and builds a positive
reputation in the eyes of stakeholders concerned.
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Incite and the Lean Communications Advantage
Incite and the Lean Communications Advantage Lean Communications uses
Lean Communications goes beyond the simple application of Lean Six Sigma
principles to the field of communications. It also goes beyond removing waste Lean Six Sigma to unlock
from communication processes or developing new processes without waste; it’s
about developing, streamlining and fine-tuning communication programs for
the potential of businesses
faster and better results. Lean Communications uses Lean Six Sigma to unlock through an innovative
the potential of businesses through an innovative approach to communications
strategy. The mode of application of LSS in service sectors differs from one service approach to
to the other. In the field of public relations and corporate communications,
process development, improvement, and streamlining requires specific and prov- communications strategy.
en applications of the LSS methodology. Using its own personnel skilled at apply-
ing LSS to corporate communications, Incite helps new and innovative firms de-
velop effective public relations and corporate communication programs with the
following benefits:
• Improved value of internal processes
• Increased productivity without increasing resources
• Strengthening of brands
• Improved reputations
• Reduced time-to-market
• Reduced costs
• Increased management control efficiency
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Incite and the Lean Communications Advantage
All these benefits are achieved synchronously and without improvements resulting Effective communications
from one affecting the success of another. The positive effects on business growth
are especially important for new and growing businesses competing for is a key contributor to
public attention while coping with the challenge of media fragmentation.
The need to effectively reach out to target audiences such as social media groups,
business growth by
opinion leaders, bloggers, and industry analysts as part of reputation building enhancing the public image,
measures is important to a successful enterprise.
Conclusion reputation and brand
Effective communications is a key contributor to business growth by enhancing
the public image, reputation and brand power of businesses.
power of businesses.
The multitude of media channels today means that reputations can be made,
broken, and repaired faster than was previously possible when traditional media
was the sole focus of your customers and stakeholders. By understanding that all
processes result in data which can be assessed, Lean Six Sigma provides an
opportunity to develop processes, measure, analyze, and improve the quality
and efficiency of a company’s communications strategy while recognizing the
dynamic nature of the current media landscape. LSS helps by fine-tuning
strategies that ensure sustainability and growth, and helping companies identify
and engage effectively with stakeholders.
Communications Process Improvement (CPI) accelerates from a strong
foundation by applying the same elements of LSS to secure gains and plan for
future improvements in a way relevant to target audiences.
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About Incite and the Author
About Incite
Incite helps new, growing, and innovative companies develop and implement
proven communication methods which are scalable, affordable, and deliver
significant advantages for businesses seeking to benefit from the application
of Lean Six Sigma. Incite brings together the entrepreneurial energy of a
start-up with the experience and tools of a Fortune 500 business, merging
process development and improvement together with creativity and innovation
to offer clients communication solutions to help drive their corporate strategies.
About the Author
Reid Walker is a Co-Founder and Principal at Incite, a communication consultancy.
He has led the communication function for Fortune 500 companies, including
GE, Honeywell and Lenovo. He most recently led communications for Deutsche
Telekom’s T-Mobile business. Reid began his career at NASDAQ leading media
relations during a time of crisis and extreme growth. With more than
20 years of experience in multiple sectors, he has led domestic and
international corporate communications programs, including strategic planning
and issues management, media relations, social media programs, internal
communications, crisis, financial, non-profit and community affairs programs.
Reid has experience in a range of sectors including software, hardware, telecom,
chemicals, energy and finance. He received his initial Lean Six Sigma training
at GE and continued to study and implement programs at Honeywell where he
received a black belt in Lean Six Sigma for a global web strategy.
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Contact:
Incite
220 2nd Ave South
Seattle, WA 98104
Phone: 206.641.9750
Email: contact@incitecommunication.com
Web: incitecommunication.com
Twitter: @InciteComms
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