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Our presentation for final Lancaster MBA Kevin Robert's masterclass.
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- 1. Ashleigh, Ellah, Leo, Ruby, Selena,Vikas
- 3. • Creativity • Global network
- 4. Kevin Roberts is coming to Lancaster MBA. Really? So Good!
- 9. Could change organisational dynamics, promoting creativity and EQ.
- 12. • Creativity • Global network
- 13. Thank you.
Editor's Notes
- Ash
- Ash 1. Revolutionize and change the advertising industry to the ‘new experiences’ industry.
- Ash
- Ash 2. Create incentives and demand for individuals to see ads: integrate experiences with information/knowledge sharing and feel-good factors. a. Websites are starting to offer premium packages where people can pay to have an ad-free product (e.g., Spotify, Youtube is also looking into this), in addition to ad-blocking software. Furthermore, consumers are becoming apathetic towards ads, even if they are personalized. Therefore, in the future it may be paramount to have incentives for individuals to want to watch ads- in addition to taking them on the S&S experience, ads will make them feel good, learn something new and useful, or be of some other benefit to them such as being entered to win a prize. b. http://www.socialmediatoday.com/social-business/2015-04-16/future-advertising-no-ads-all c. http://wfoa.wharton.upenn.edu/ad2020/ad2020-quotes/
- Vikas 3. The Saatchi and Saatchi motto should become the “anti-ad agency.” To do this, S&S should reject any work that does not align with this view (e.g., decline companies that want 15-second ads, or traditional boring ads). S&S should only engage with creative “new experience” projects that promote their new image, and do the following suggestions to align the whole organisation into this motto:
- Vikas PROBLEM: millennial changing demand. Millennial look more for sustainability, meaningful work and CSR programmes in organisations. 6. Promote the S&S image in the community, to enforce their creative expertise. In addition to the University outreach that S&S does, they could even host classes or events in the community, which would promote the image and expertise in the community, and strengthen S&S as a brilliant creative brand as well as their creative outputs- their projects.
- Ruby 4/5. Promote a more creative, less hierarchical culture by strengthening HR services and redesigning the layout of S&S. This is based on some glassdoor reviews where people struggled with the hierarchy, some silos, and said it wasn’t as creative as it could be. http://www.glassdoor.co.uk/Reviews/Saatchi-and-Saatchi-Reviews-E3506.htm b. Large art studios within S&S could be created to promote creativity within the company and building. It is very hard to be creative in traditional office buildings as compared to more open, freer art spaces. c. Having a proper functioning HR can actually work to engage employees more, especially since Kevin says S&S don’t have a fancy HR, and instead want to impassion the employees to work hard on their own. HR should also hire from all age groups, as current average age of employee is 27. Hire employees who are in their 40s and 50s.
- Ruby
- Ruby 7. Promote more women into leadership positions a. (currently there are 3/11) b. Having more women could change the dynamics of the organisation, promoting the creative, less competitive and hierarchical nature in S&S: A global leader needs a high level of cultural and emotional intelligence but above all an awareness of one’s own values, purpose, and vulnerabilities. Women benefit from a greater affinity with this type of leadership (George 2012) ii) Women react to situations with greater emotional intensities than men do iii) Research from McKinsey, Catalyst and other institutions has documented the fact that when a significant number of women (30%) participate in an organization’s leadership, that organization is more productive, profitable and sustainable. http://www.inpowerwomen.com/the-woman-effect-a-research-initiative-and-index-of-women-in-business-leadership/
- Ash 8/9. Create an annual talent show or art exhibition for employees to showcase their artistic and creative talents. This would also be a great channel to connect the international offices more, share ideas and creativity, etc. in addition to promoting creative employees. Support this all with extensive PR coverage.
- Vikas 10. Establish strong and open communication between country offices to support collaboration on global brands. Brands are becoming more global now, and it is important to utilise web 2.0 to share knowledge and creativity across country offices. Reward country offices for exceptional behaviour. Have cross-country S&S buddies that keep in contact. Build a buddy structure. strong & open communication between country offices to support collaboration on global brands (e.g., buddy structure).
- Vikas