Professional Documents
Culture Documents
12/17/2012 Group 6, TSS Charlotte Beers at O&M Worldwide (A) 1
12/17/2012 Group 6, TSS Charlotte Beers at O&M Worldwide (A) 1
12/17/2012
WPP Group PLC takes over, May 1989, O&M was in shock, call it a Raid
Beleaguered
Pandemonium
No proper integration mechanism Employees say it was failed leadership High cost ops in a low cost world No financial discipline No Structured Decision Making Creative expenditure was high, No cut backs locally 12/17/2012
Campbell Soup withdrew 25 million, Roy Rogers 15 million, American Express, 65 million ($ ) withdrawal O&M did not streamline operations when Clients wanted it to
Clients demanded low cost and greater service O&M was not nimble
Group 6, TSS Charlotte Beers at O&M Worldwide (A)
Clients called O&M uninvolved, distant & reserved No insight into the Customer Needed to restore Confidence both internally and externally
Wants to activate a core set of assets Wanted to remove the tag beleaguered from the name Dismissed those who could not instigate changes in the first two months Apprehension amidst the top management Sends a new Hello Video
Involve the clients, Follow up, dont make awesome ppts and step back, get business be aggressive was her mantra
New Enthusiastic Leader Charlotte Beers takes over Risen through the ranks, Bold Turn Around as a COO of a mid size Chicago agency Ability to inspire (Kotters Model) iconoclastic to ExCEOs
I wanted to give to give people something that would release their passion, that would knit them together. I wanted the extraneous discarded, I wanted a rallying point on what mattered
12/17/2012 Group 6, TSS Charlotte Beers at O&M Worldwide (A) 3
What is the new vision? To be the agency most valued by those who most value brands
Focus on brands : we work for Brands, not for clients. We work as Brand teams. Brand audit.
Goal Values
Creativity, and analyze, originality and rigor. Between confidence and arogance. Client respect.
Direction
12/17/2012
Expand our culture to reflect inexorable change Reinforce its timeless standards
Group 6, TSS Charlotte Beers at O&M Worldwide (A)
How?
To cope with the current situation, Beers implemented a re- creation change, structured among these 3 steps, the fourth one is still going on:
Initiating change
12/17/2012
How?
To cope with the current situation, Beers implemented a re- creation change, structured among these 3 steps, the fourth one is still going on:
Initiating change
12/17/2012
12/17/2012
12/17/2012
How?
To cope with the current situation, Beers implemented a re- creation change, structured among these 3 steps, the fourth one is still going on:
Initiating change
12/17/2012
3) Creating a vision
To be the agency most valued by those who most value brands Direct support of clients : quick succes of brand audit concept when developping the notion of Brand Stewardship Give direction to the change : client security, Better Work More Often, Financial Discipline. Establish strategies for achieving that vision (4 groups to tackle this issues)
Initial vision not clear enough: We need to move beyond a vision that is useful to the top five percent of account and creative people . >> Need to establish a clear corporation vision to enable cross-functionnal involvement. Everyone must see themselves as co-stewards of the vision
12/17/2012
10
How?
To cope with the current situation, Beers implemented a re- creation change, structured among these 3 steps, the fourth one is still going on:
Initiating change
12/17/2012
11
12/17/2012
12
Choice to avoid organizational changes : frustration and disatisfaction from the employees. A change of vision (thus of mission) should have lead to : - Redefining role and responabilities of different units (e.g. local and global agencies) - Redefining incentives and reward for employees. - organizational change would have support culture change
12/17/2012
13
How?
To cope with the current situation, Beers implemented a re- creation change, structured among these 3 steps, the fourth one is still going on:
Initiating change
12/17/2012
14
What do they still have to do? 6) Planning for and creating Short-term Wins
Planning for visible performance improvements Creating those improvements Recognizing and rewarding employees involved in the improvements.
7) Consolidating improvements and producing still more change - Change systems, structure and policies that dont fit the vision
- Hiring, promoting and developping employees who can implement the vision
8) Institutionalizing new approches - Articulating the connections between the new behaviors and coprorate success
- Developping the means to ensure leadership developpment and succession
12/17/2012 Group 6, TSS Charlotte Beers at O&M Worldwide (A) 15