Outcast Communications – Tech Marketing Start-up

BACKGROUND

After thriving for twenty years as a technology public relations firm, OutCast began to face stagnant growth. This stagnation was due to the evolving landscape of social media, which disrupted traditional marketing practices. The firm’s existing go-to-market strategy became ineffective, leading to a series of lost pitches. To navigate these challenges, Andrea was brought in to spearhead the transformation of the business model, talent operations, and organizational structure. Her efforts included expanding marketing services, reassessing the company’s vision, mission, brand, and employment brand, and fostering an inclusive and equitable culture.

PROBLEM

OutCast, after enjoying success as a traditional PR firm, found itself in a state of stagnancy with declining revenue and shrinking margins. Recognizing the need to expand its services, the company faced the challenge of lacking the necessary knowledge to do so. Additionally, it had not scaled its operations and organizational structure to match its size. High turnover rates further exacerbated the situation, as the company lost its once robust culture. OutCast had not fully invested in or embraced true diversity, equity, and inclusion, lacking the transparency, accountability, and inspiration needed to drive optimal business performance outcomes.

SOLUTION

• The company undertook a comprehensive, multi-faceted approach to data collection, assessment, and analysis, enabling leadership to develop a strategic roadmap and operational plans for a 12-24-36 month period across all practice areas. New marketing service areas were conceptualized in digital, design, and paid media strategy, leading to the recruitment of 100 new leaders to kickstart a new startup division, combining internal promotions and external hires. A strategic talent operation was established, encompassing talent attraction, performance management, and a total rewards system.
• The executive team structure was revamped, with a realignment of executive strengths and key new role appointments to propel the business forward. This included setting specific goals and implementing measurement systems. The organization transitioned from a flat structure lacking in people management to a reorganized framework that facilitated leadership growth, employee development, empowerment, and accountability, while completely addressing employee relations issues.
• A comprehensive diversity audit led to the creation and launch of a diversity, equity, inclusion, and belonging ERG group named “Mosaic.” This initiative established a clear purpose supported by strategic pillars, a framework, principles, DEI goals, and a 3-year operational plan with measurement and accountability governance.
• Significant updates were made to the company handbook, including modernized policies and new COVID-19 protocols to support remote work and necessary technology investments. A new Total Rewards system was introduced, featuring a compensation philosophy, job description overhaul, market research, job bands, and base-bonus structures aiming for the 70th percentile in the market among competitors.
• A robust performance management system was implemented, incorporating employment brand values measurements, a diverse and equitable hiring methodology, pre and post-COVID onboarding systems, redesigned roles, new job descriptions, a succession planning model, measurable goals, a formalized performance assessment process, and a pay-for-performance philosophy.
• Risk mitigation plans included a compliance audit and the correction of tools, systems, and processes to eliminate the threat of unlawful practices and address previous poor auditing scores. The result was a high-performing talent team and modernized, accountable systems poised to support scalability and company growth.