Dynamic Shared Ownership, Digital Marketing, Fast Feedback Loops and Driving Value
Four speakers, twenty minutes, one main-stage slot: Bayer’s dynamic shared ownership model, the small teams it unlocks, and a UK marketing mix pilot that translated our digital work into the one language every stakeholder understands, sales impact.
What were the key learnings?
I opened on busting bureaucracy. Command-and-control hierarchies suffer execution erosion on the way down and information loss on the way up, and dynamic shared ownership replaces them with small teams built around the customer. Two of ours featured: the content-creation team known as the Filming Flamingos, and the tiger team that built this session, pairing Bayer colleagues with two external partners in analytics and marketing mix modelling.
The middle chapter was about bridging the chasm from early adopters to the late majority. Clicks and impressions persuade innovators; the late majority needs to see patient impact, HCP impact and sales impact. So we ran an affordable marketing mix modelling pilot in the UK, using region-by-region variation in activity and sales as natural test and control groups to attribute what each channel actually returns.
The result, in the qualitative terms I can share here: the new digital, brand-agnostic channels significantly outperformed the traditional ones on return, carried a meaningful share of growth, and the same analysis found real headroom in field-force targeting. Beyond the numbers, the professional broadcast environment has visibly strengthened relationships with the clinical experts we film with; they see how fast their message reaches the world.
