The Manifesto

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My take at a blueprint to move traditional agencies to compete in this new world

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The Manifesto

  1. 1. A PRESENTATION BY SEAN SCOTT
  2. 2. POINTS I WILL BE TOUCHING UPON Incentivize 1 Nurture 2 Empower 3 Re-organize 4
  3. 3. INCENTIVIZE
  4. 4. How do we incentivize/prioritize interactive ? Promote those who can articulate it 1 Listen to those who are passionate about it 2 Reward those who can sell it 3 Recognize those who can concept it 4 Include those that live it 5 Demand it gets into our clients Schedule As 6 Make everyone accountable for its success 7 Make it a recognizable priority at the C-Level 8
  5. 5. NURTURE
  6. 6. How do we nurture interactive ? Remove the fear of failure 1 Stop thinking of it as interactive 2 Start thinking of it as engagement 3 Inspire people 4 Make time for it 5 Take risk 6 Lose more money 7
  7. 7. EMPOWER
  8. 8. How do we empower people ? Allow them to make time for it 1 Allow them to consult Sherpas 2 Allow them to take risk 3 Allow them to immerse themselves in it 4 Make room in the budget for creativity 5
  9. 9. How do we make time for it? Create an agency Hack Day. Give every employee the ability to spend 15% of their time to work on something related to engagement. Whether creating a new blog, or creating a youtube video, infect everyone.
  10. 10. What are Sherpa teams? PLANNING TECH MEDIA CREATIVE SHERPA TEAM, A MULTI-DISCIPLNARY GROUP MADE UP FOR SMART ENGAGEMENT EVANGELIST.
  11. 11. How do we allow them to take risks? By mandating that everyone fails at least twice a year. By celebrating the learnings of a failure. When responding to a creative brief warrant that one of them be off-topic
  12. 12. How do we allow immersion? Mandate that employees attend at least one conference a year. Industry specific or not. Give departments a book/ magazine/go out 4 times-a-year budget. Let them spend the money.
  13. 13. How do we not paint ourselves in a corner budget-wise? Provide numbers for campaigns and not executions. Often times the realities that exist during the budget-definition phase no longer hold true. Budgets should have a built-in range.
  14. 14. RE-ORGANIZE
  15. 15. What should we re-organize ? Start with New Biz pitchs 1 Create an Interactive Steering Group 2 Promote Interactive Strategy within Planning 3 Close the feed-back loop internally 4 Actively look at existing client for new 5 opportunities at all touchpoints Re-allign Creative Dept and make it 6 flatter
  16. 16. How can we ameliorate the New-Biz process? Include IA/Tech leads into the concepting process. Define budget with a built-in range to accommodate for the changing landscape.
  17. 17. What is the steering committee? PLANNING TECH MEDIA CREATIVE ACCOUNT STEERING COMMITEE, MULTI-DISCIPLINARY GROUP CHARGE WITH LEADERSHIP OF INTERACTIVE
  18. 18. Isn't planning and strategy, one in the same? There has been a lack of leadership when it comes to owning the interactive strategy. Various colleagues have tried to fill the void. We're losing the forest for the trees. planning must reclaim their foothold and be more involved downstream.
  19. 19. How do we close the loop? PLANNING PRODUCTION TRACKING CLOSING THE LOOP, BY PROVIDING PLANNING AND OTHERS WITH LEARNINGS WE CAN IMPROVE PERFORMANCE
  20. 20. R&D ARCHITECTURE EXECUTION
  21. 21. How do we actively look for opportunities? ENGAGEMENT OPPORTUNITIES, LOOK HOLISTICALLY AT TOUCH-POINTS.
  22. 22. PLANNNG PRE-PRO PRO QA DELIVERY SUPPORT TRACKING CLIENT PLANNING ACCOUNT CREATIVE INFO ARCH TECH ARCH MEDIA PROJ MAN LEVELS OF CONTRIBUTION, A VISUAL LOOK AT THE POINTS WHERE VARIOUS TEAMS COME TO PLAY

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