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We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
We school & bbdo worldwide collaboration report creative organisation synthesis
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We school & bbdo worldwide collaboration report creative organisation synthesis

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A Report on "The Creative Organisation of the Future"

A Report on "The Creative Organisation of the Future"

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  • 1. BBDO WORLDWIDE & WELINGKAR INSTITUTE OF MANAGEMENT RESEARCH & DEVELOPMENT PRESENT THEIR COLLABORATED RESEARCH ON THE CREATIVE ORGANISATION OF THE FUTURE BY NEHAL VORA POONAM GAWDE PGDM-BUSINESS DESIGN 2008 – 10 PROJECT GUIDE: JOSY PAUL (CHAIRMAN – BBDO-WORLDWIDE) PROJECT FACULTY GUIDE: PROF. KAUSTUBH DHARGALKAR (WELINGKAR INSTITUTE OF MANAGEMENT RESEARCH & DEVELOPMENT) 1
  • 2. PROJECT COMPLETION CERTIFICATE This is to certify that project titled “The Creative Organisation of the Future” is successfully done by Ms. Nehal Suresh Vora and Ms.Poonam Gawde in partial fulfillment of her two years full time course ‘Post Graduation Diploma in Management [Business-Design]’ recognized by AICTE through the Prin.L.N.Welingkar Institute of Management Development & Research, Matunga, Mumbai. This project in general is done under our guidance. Mr. Josy Paul, Chairman, BBDO Worldwide Prof. Kaustubh Dhargalkar, Faculty, Prin.L.N.Welingkar Institute of Management Development & Research, Matunga, Mumbai. Date: May 28th, 2010 2
  • 3. ACKNOWLEDGEMENT I am extremely grateful to the following people without whom this research would not have been possible. I am pleased to thank Mr. Josy Paul, Chairman of BBDO Worldwide for giving me an opportunity to work with his company and do this research and Prof. Kaustubh Dhargalkar in creating a platform for students like us to work on real time projects with companies. I would also like to thank Sumanto Chattopadhyay, Madhukar Sabnavis, and Kaveri of Ogilvy & Mather (Mumbai) for their contribution of thoughts on the topic of study. I am grateful to my colleagues, Poonam Gawde and Prachi Srivastava who helped initiate this research. Finally, I would like to thank my parents and friends for all their support. 3
  • 4. CONTENTS S.No. Topic Page Number 1. Executive Summary……………………………………………………………………… 5 2. Objective of the Research………………………………………………………………... 6 3. Methodology Adopted………………………………………………………….. ………. 6 4. About BBDO Worldwide ……………………………………………………………….. 7 5. Studying Advertising Agencies……………………………….......................................... 7 5.1. Studying Crispin Porter Bogusky (CP+B)……………............................................. 8 5.2. Studying Goodby Silverstein & Partners (GS&P)……………………………….. 11 5.3. Studying Ogilvy & Mather (O&M) ………………………………………………...13 6. Studying Technology and Innovative Companies……………………………………… 16 6.1. Studying Google…………………………………………………………...................17 6.2. Studying Yahoo Inc.…………………………………………………………………18 6.3. Studying Facebook………………………………………………………...................22 6.4. Studying Twitter…………………………………………………………..................26 7. Studying Personalities…………………………………………........................................ 28 7.1. Studying Gandhi………………………………………….......................................... 29 7.2. Studying Obama…………………………………………...........................................34 8. The Awakening…………………………………………………………………………… 36 9. The Synthesis of Our Learning through Mind Mapping……......................................... 38 10. The Constitution of the Creative Organisation of the Future…......…......…......…....... 39 4
  • 5. 11. The Conclusion…………………………………………………………………………… 40 12. References………………………………………………………………………………… 41 1. EXECUTIVE SUMMARY With the world today beginning to move out of the global crisis and adapting itself to the organizations of tomorrow, there arises a need for change within the organisation to happen gradually. The 21st century brings new challenges for both organizations and society. Rapidly changing environment, innovation, and dynamically changing markets demand new ways of working and more effective approaches to be developed and put into practice. Some companies like the Tata Group or Marico just to name a few have successfully imbibed in them the cultural change which has evolved gradually from the time of their inception. How did this change happen? Was there any ignition point to this change? Who were the people responsible? Were there any external factors involved? These are some of the questions that immediately come to my mind. My research was based on how organisations have successfully evolved and brought about a change and satisfied the stakeholders along with the business demands. For this research, we were mentored by Mr. Josy Paul, the Chairman of BBDO Worldwide with his thoughts integrated in the research. This research was conducted in the following three phases: The first phase of our research involved a study of advertising agencies who worked differently as compared to other companies in their sector. These agencies were namely Crispin Porter Bogusky (CP+B), Goodby Silverstein & Partners and Ogilvy & Mather (O&M) and draw from them insights on what was being done unconventionally. The second phase of our research involved studying technology and innovative companies like Google, Yahoo Inc., Facebook and Twitter through which we could draw an analogy to mavericks. In the third phase, we studied personalities like Mahatama Gandhi and Barack Obama and learned from them the values, characteristics and ignition points (if any) in their lives. 5
  • 6. The learnings from the above phases from studying companies and personalities were integrated to form the creative organisation of the future with its culture, value, features and processes in place. 2. OBJECTIVE OF THE RESEARCH To create an organisation structure/model process in response to the “Changing nature of Idea and Media”. The term media means the total communication media including news, television, newspaper, out of home (OOH), activation, technology and people as mediums. 3. METHODOLOGY ADOPTED We studied advertising agencies like Crispin Porter Bogusky (CP+B), Goodby Silverstein & Partners and Ogilvy and Mather (O&M). We chose to study the advertising agencies as well because the company that we were doing this research with i.e. BBDO Worldwide is an advertising agency. We diversified our study to research personalities like Mahatama Gandhi and Barack Obama as a brand within themselves. Our next step was to study technology and innovation driven companies like Google, Yahoo Inc., Facebook and Twitter. Our primary research was done in two companies: Ogilvy and Mather (O&M) and Crispin Porter Bogusky (CP+B). Through our secondary and primary research, we synthesized our research to come up with a constitution of an advertising agency (a creative organisation) of the future. 4. ABOUT BBDO WORLDWIDE BBDO is a worldwide advertising agency network, with its headquarters in New York. Formed through a merger of BBDO (Barton, Durstine & Osborn) and Batten Co. in 1928, BBDO Worldwide has been named the "Most Awarded Agency Network in the World" by The Gunn Report in 2007, for the second year running. BBDO has strength of 17,200 employees in 287 offices in 77 countries and is the largest of three global networks (BBDO, TBWA and DDB Worldwide) of agencies in Omnicom's portfolio. With an extensive portfolio of creative advertising, BBDO focuses on the philosophy of “Total Work”, citing “At BBDO, the Work 6
  • 7. encompasses every kind of creative content that can touch the consumer and reinforce the brand”. The company's extensive list of clients includes: The Economist, Pepsi, IKEA, FedEx, BBC News, General Electric, Campbell’s, Gillette, Motorola, Chrysler, Pfizer, Wrigley and UNICEF amongst many more. 5. STUDYING ADVERTISING AGENCIES Crispin Porter Bogusky (CP+B), Goodby Silverstein & Partners and Ogilvy and Mather (O&M) were the advertising agencies that we studied due to their unconventional functioning. This was elicited by the foundations of the organisations, their journey till date and the work done by them over a period of time. We organised our study in to these advertising agencies to find out more about the following: 1. What are their Activations or what was and has been responsible for their success? 2. What are the Tools used by them for their success today? 3. What are the Values on which these companies are built? 4. What is the Organisational Culture they follow? 5. What are the Sources of Media used by them? 5.1. STUDYING CRISPIN PORTER BOGUSKY (CP+B) Crispin Porter Bogusky is based in Boulder and in Miami. They also have other offices in Gothenburg, Sweden, London and Los Angeles, and have nearly 1000 employees. Crispin Porter Bogusky is like a factory which makes advertising and branded creative content. They are like a factory without an assembly line as the work done is custom made and designed by hand. The product they would have build yesterday may not be the same as they build today and as their individual customer requirements are different. 5.1.1. Activations They help put across distinctly the underlying message every client wants to deliver to the target audience. 7
  • 8. They helped clients re-launch their campaigns by putting across messages in the way the customer wanted to look at it. E.g. 30 minutes Dominos campaign where a customer needed 30 minutes of free time with every order in today’s time stacked culture. Other campaigns include Burger King re launching their “Have it your way” burger and “Know HIV/ AIDS” campaign where the campaign targeted on Knowing is Beauty rather than scaring people with getting tested for HIV. 5.1.2. Tools Used Focus on doing things. No talks, meetings or emails sent relating to work if the work will not get done. PowerPoint presentations cannot substitute for work done. 5.1.3. Values CP+B defines advertising as is anything that makes their clients famous. CP+B has a strong and resilient work culture. CP+B believe that they can be better than what they are today. 5.1.4. Organisational Structure The following forms the bases on which CP+B is formed. There are eight partners viz. 1. Co-Chairman 2. Co-Chairman 3. Co-Executive Creative Director 4. Co-Executive Creative Director 5. Group Account Director 6. Director of Content Management 7. Chief Operating Officer 8. CEO/President 8
  • 9. The interactive/integrated/creative department is comprised of over 250 employees including art directors, copywriters, creative directors, producers, digital artists, etc. The Product Innovation department is comprised of 10 employees. The Cultural and Business Insights department has over 30 employees. The above departments work in close proximity of each other. Content Management Department has more than 150 employees including: Account Directors – Management Supervisors - Content Managers – Asst. Content Managers There are also other departments viz. Administration Department • HR • Accounting: Controllers – Accounts Payable – Accounts Receivable – Expense Report Coordinators – Billing • IT: System Administrators – Service Desk Technician • Legal • Agency Communications Department 5.1.5. Organisational Culture The offices have a central meeting space for agency-wide meetings, ample-sized eating areas, multiple conference rooms and a central art department area. CP+B defines a good meeting as the one from which you leave with a clear understanding of what to do next. They believe that the actual doing doesn’t start until the meeting stops. Their meetings are short and to the point. 9
  • 10. If one’s in a meeting that’s dragging on and keeping one from the important business of doing something, one can say the word “pineapple”. This is the official agency code word that means “Let’s wrap this up”. Every employee who begins new work at CP+B is assigned a Sensei (Japanese word) meaning a “teacher”. Sensei has to make sure that the employee is as successful as you can be during his time at CP+B. Sensei is selected based on his or her knowledge of the CP+B culture and will be in a different department than the employees current department. This enables cross pollination to happen between departments and know exactly what the other department does. They consider that ideas are good when media people come up with creative ideas, and the creative team comes up with planning solutions, and production people come up with media ideas, and so on and so forth. An idea is judged solely by its merit. They believe that good ideas can come from anywhere, from any person in any department at any level. And just because a person’s title is ‘Associate Creative Director’ or ‘Management Supervisor’ doesn’t necessarily mean their ideas are automatically weighted more toward the good end of the scale. This attitude creates a wonderfully liberating environment where great ideas gush forth freely from each and every person. Or at least an environment where you feel like you can contribute even though you’re not running the place. Treating Suppliers like fellow employees. They treat suppliers like fellow employees. The advertising business is contained within a small, small circle and word gets around about how one behaves within that circle. CP+B wants to be the kind of agency that suppliers want to work with, regardless of budget, or timing, or scope of the job, just because they’ve heard CP+B is great to work with. Focusing on Deadlines. CP+B focuses on deadlines from the start and does whatever is humanly possible to meet them. If the deadlines fail, everyone is to be alerted as far in advance as possible that a looming deadline is in danger of being missed. Goal Oriented. CP+B is a loose organization without a lot of rules. However, they prefer a casual environment because it makes them work better. 10
  • 11. 5.1.6. Sources of Media CP+B uses any mode of media ranging from an online film, an event on the street, a book or something unimaginable. 5.2. STUDYING GOODBY SILVERSTEIN & PARTNERS (GS&P) Goodby Silverstein & Partners Inc. operates as a subsidiary of advertising services conglomerate Omnicom Group, which consists of BBDO Worldwide, DDB Needham Worldwide, TBWA International, and Diversified Agency Services. The metaphor GS&P uses to describe them is “Art Serving Capitalism”. They firmly believe that business is at its best when it is done with craft and surprise associating with Art. Art is a new way of seeing the world that takes things that are basically the same and makes them suddenly seem different. Art takes things that don’t belong together and welds them at high temperatures. Business is most successfully accomplished through Art. Business combined with Art is bigger business. They believe that this is a time of great disorder in the way brands are created, and are evolving to look forward to and take best advantage of the new environment. The old model, in which advertisers address captive audiences with unavoidable messages, is a thing of the past. To be successful in a faster, more voluntary world, it is important to engage audiences, creating messages, often in unexpected places, that people welcome and even seek out. This kind of communication will have elements of entertainment and avant-garde media thinking not presently associated with advertising. They no longer want to be an advertising agency but something that leads their clients to create and embody popular culture in the world. They “communicate” not advertise and do timeless storytelling to move people emotionally. 5.2.1. Activations The media department was fused with the account planning team. GS&P obliterated its media department by fusing it with its account planning team to create a strategy department 11
  • 12. which could well model for the future of agency media services. It elevated the role of media planners to brand strategists. They continue to test what a creative department does and what a creatively attuned strategic function can add. It was able to demonstrate the fruits of the strategy which other companies would soon like to follow. It won the GS&P Media Department of the Year in 2008. 5.2.2. Organisation Structure GS&P has a lean, silo-free agency structure. In 1999, to confront its challenges, it surveyed its employees to find out what they liked and disliked about the company. In 2000, it implemented a streamlined approach to new business. Some of the new changes included creating, for the first time, the position of group account director and the development of an in-house school, GS&P University, which offered employees classes that covered topics such as design and public speaking. In addition, a policy of flex time and formal mentoring for new employees was started. The early years of the new century were years of significant change at Goodby, Silverstein & Partners. To grapple with the challenge of maintaining the agency's corporate culture and retaining talented people, Goodby and Silverstein instituted a more horizontal structure. Wanting to empower staffers and motivate them to do their best work, they handed over many day-to- day creative responsibilities to their creative staff. 5.2.3. Tools Team of Employees 5.2.4. Media The following is the type of media used by GS&P to service its clients: • Television (Wait less Ads) • Print • Online Media • Billboards 12
  • 13. 5.3. STUDYING OGILVY & MATHER (O&M) We interviewed Sumanto Chattopadhyay, the Executive Creative Director, South Asia, Ogilvy and Mather to get a closer look of the organisation. The following is what we observed while interacting with him. Loud music coming from the two sides of the room and people juggling from one place to another and one floor to another was the environment at the office at Ogilvy & Mather in Goregaon which gave us a back to college feeling. Not that we were out of college, just that we did not feel like we were in a regular corporate office. It was the afternoon on January 8, 2010 when we entered the reception area awaiting our turn to meet Sumanto Chattopadhyay, the Executive Creative Director, South Asia, Ogilvy and Mather. This was the first time we were meeting him. The objective of our meeting with him was to know more about Ogilvy & Mather as an organization and the evolution of the work done by them till date. We had with us a list of questions to shoot at him. The following were the questions asked by us to Sumanto and his answers to the same are given below: Q. Who are your Gods? What or who do you look up to? What are the inspirations that you have? Ans. One of his Gods is Neil French who is the former Creative Director of WPP Worldwide and founder of the World Press Awards. He interacted with Neil French for the first time at one of the workshops held at O&M where the employees had to showcase the work done by them. What inspired Sumanto the most about Neil is his delivery style which was action oriented and unforgettable to the attendants of the workshop. Neil judged the best of the work done by the workshop attendants by criticising it in a most humiliating way but at the same time passed on the right message. Sumanto was inspired by Neil and the entire workshop experience and began to conduct workshops for the advertising fraternity. Sumanto has conducted and still conducts workshop for the employees of O&M and for his clients. One of the workshops he shared with us was called “Baby ki mundi kaato…It’s all about the executions" which focused on saying things in a memorable way. This was targeted to the audience who were a novice in their ad 13
  • 14. film making career. This workshop was a clear indicative of the action oriented approach that Sumanto believes is the success of lasting advertisements. Another inspiration for Sumanto is Piyush Pandey whose career started as ‘Trainee Account Executive’ to that of an ‘Executive Chairman’ (the position held today) at O&M. From him, he has learnt to be to be open and observant to what’s happening in and around the environment and learnt to understand what ticks people. Q. What are the values on which O&M is built? Ans. He believes that O&M is built on the back bone of “Creativity”. It is the drive for the excellence in creativity that forces them to become better and better every day. There is intensive research that is done before any campaign to gather consumer insights pertaining to the client brief. O&M works in partnership with its clients and unlike a traditional advertising agency. They work to adapt to clients needs and the culture. Exceptions to this are tackled on a one to one basis. It’s the N=1 concept which is customised solutions for every client that works for them (Reference book: The New Age of Innovation by C.K. Prahalad). The work culture of O&M can be described as informal, flexible, and non hierarchical with a front foot approach to employees along with a high level of empowerment. Q. What makes you different from other companies? Ans. Every employee in the organisation is empowered to perform various tasks keeping in mind the requirements of the clients. Employees are allowed to make mistakes and learn from them. However, not repeat the mistakes at the expense of the client’s requirements. O&M is moving and has moved with the market and the sector. New media usages with respect to the availability of new technology are being explored and experimented besides television, print ads, etc. Maintaining the creativity despite growing to become a large organisation is what distinguishes O&M. Q. How do you inculcate the O&M culture in the newly recruited employees? Ans. The operating style of every head is a contributor to inculcate the culture of O&M in the newly hired employees. As for Sumanto, his leadership style is result oriented. His 14
  • 15. communication methodology is direct with his entire team for the smallest of the matters involved. Q. Are there any models that O&M uses to adapt to changes required (if any)? Ans. No models off hand are being used. However, certain norms are implemented by Asia Pacific HR team to be used all across O&M. Q. How did the concept of brand butterfly evolve? Ans. Thoughts were organized in a structured way to present to clients by the planning team. Q. How has the organisational structure of O&M evolved with the changing environment (both external and internal)? Ans. The structure of O&M has evolved with respect to requirements of clients and is built today on the 360 degree integration of ideas. To ensure every client gets what he wants under one roof was why PR, rural, direct marketing, digital, events, Ogilvy One have evolved. Q. As an employee of O&M, what drives you to come to work every day? Ans. O&M is a second home to Sumanto and spends a lot of time at the office. He loves the flexibility and the variety offered to him at work. The environment at O&M he believes allows idiosyncrasies. He has colleagues who are now friends and looks forward to seeing them every day. He enjoys work, working as a team and believes in having fun while doing work which prevents work from going stale. According to him, the major challenge today is not to stagnate. He is writer and does theatre and encourages employees at O&M to do what they like besides the regular work at O&M. Q. What according to you are the major challenges that O&M faces today? What are the measures taken to overcome these challenges? Ans. Ogilvy & Mather have been the undisputed creative leaders of the advertising industry. Maintaining the creative excellence is a major challenge for O&M and to remain no.1 at all times. Q. Sumanto’s suggestions on the existing appraisal system at O&M. 15
  • 16. Ans. Sumanto agrees that appraisals are essential for an employee’s increment and promotion. However, he strongly believes that the appraisal system that for the creative team should be framed differently. This is because the fundamental functioning of the members of creative team is based on the campaigns each one has worked. He firmly believes that being creative is the most important aspect of O&M and hence an employee’s performance should be measured in terms of the creative work done by him/her. This could be done by describing each campaign in detail would in turn determine the worth of the individual. Induction should be made a part of the training module of new hires at O&M to induce the culture of O&M in them. At the moment, only on the job training is what the employees are directly exposed to. 6. STUDYING TECHNOLOGY AND INNOVATIVE COMPANIES Our next step was to study companies which have been doing work differently. The companies that we narrowed down for our study were Google, Yahoo Inc., Facebook and Twitter. Like our earlier study, we organised our study in to these advertising agencies to find out more about the following: 1. What are their Activations or what was and has been responsible for their success? 2. What are the Tools used by them for their success today? 3. What are the Values on which these companies are built? 4. What is the Organisational Culture they follow? 5. What are the Sources of Media used by them? 6.1. STUDYING GOOGLE Google as a company is internet search engine founded by two Stanford University graduate students (Sergey Brin and Larry Page) to a company of 4,200 with revenue hitting almost $3.7 billion. Success of the Google story has been built on its ability to harness wild ideas for business innovations. Business model of Google is user centric as their main objective is to provide users with speedy search results with all favorite websites at the fingertips of the user. In order to enable this, Google offers a wide range of software so that the user can browse the web 16
  • 17. quickly and easily. The underlying thought is to understand the pain points of user. Search is how Google began, and it's at the heart of all activities they do today. At Google they devote more engineering time to search than to any other product. 6.1.1. Google's Mission To organize the world's information and make it universally accessible and useful. 6.1.2. Google’s Values Now over the years, Google has expanded rapidly but one thing has not changed and that is its dedication to the users and the belief in the possibilities of the internet itself. At Google they strive to develop the “perfect search engine”. Google’s commitment to innovation depends on everyone being comfortable sharing ideas and opinions. 6.1.3. Work Culture The culture of Google is transparent as every employee can talk directly with each other irrespective of the hierarchy and including the founders. They believe that each Googler is an equally important part and a contributor to the success of the organisation. 6.1.4. Organizational Structure At Google they have divided their resources with respect to the activities they are associated with. It is majorly divided in to three parts: • 70% of resources are devoted to their core job which is advertising and search • 20% of resources are devoted to the activities related to the core activities 17
  • 18. • 10% of resources are devoted to the new projects which are different then the regular once. Google tries to keep the hierarchy of the organisation small so as maintain effective communication and sharing of ideas becomes easier which is the core value of Google. They have the compensation structure like the startup companies and reward employees and teams at each stage. Currently all employees of Google are their equity holders. They are rewarded on quarterly basis by the founders for their outstanding achievements. They have program wherein the employees have opportunity to devote 20% of their work time devoted to pursue personal interests or hobbies. Orkut and Adsense is a result of this effort of Google. 6.2. STUDYING YAHOO INC. Founded in 1994 by Stanford Ph.D. students David Filo and Jerry Yang, Yahoo Inc. began as a hobby and has evolved into a leading global brand. The two founders of Yahoo Inc., David Filo and Jerry Yang, Ph.D. candidates in Electrical Engineering at Stanford University started their student hobby in a campus trailer in February 1994 as a way to keep track of their personal interests on the Internet. Before long they were spending more time on their home-brewed lists of favorite links than on their doctoral dissertations. Eventually, Jerry and David's lists became too long and unwieldy, and they broke them out into categories, then subcategories…and thus the core concept gave rise to Yahoo Inc. Yahoo Inc. has changed the way people communicate with each other, conduct transactions and access, share, and create information. 6.2.1. The Underlying Idea of the Business of Yahoo Inc. The core of Yahoo’s strategy and operations is to become the starting point for Internet users; to provide must buy marketing solutions for the world’s largest advertisers; and to deliver industry- leading open platforms that attract developers and publishers. 18
  • 19. 6.2.2. Yahoo’s Values 1. There’s an intense focus on delivering the best products and services for its users and deepening their relationships with partners and advertisers. 2. Users and advertisers create a virtuous circle - the more satisfied they are the more engagement and monetization will flow. 3. To improve functionality and usability. 4. Yahoo Inc. is focused on powering its communities of users, advertisers, publishers, and developers by creating indispensable experiences built on trust. 6.2.3. Tools Used by Yahoo Inc. It is committed to empowering its users and employees through programs, products, and services that inspire people to make a positive impact on their communities and build relationships. 6.2.4. Products or Activations of Yahoo Inc. 1. Search Assist, to give users suggestions as they search, as well as Search Monkey, to give website owners control over how their sites appear in search results - beneficial to our franchise to deeply understand what users are looking for when they are online. 2. The next generation of Yahoo Mail also took shape in 2008, bringing together email, instant messaging and mobile text messaging. 3. Yahoo One Search product, which now features voice-enabled search. 4. APT from Yahoo is an integrated web-based solution designed to bring publishers, advertisers, networks and agencies together, and ultimately allow advertisers to better target audiences not just on Yahoo but across the Web and allow publishers to better monetize their content. 19
  • 20. 5. Over 2007, the Company has begun the shift from historically decentralized product silos to creating a global product infrastructure. They have invested to unify platforms, processes and codes to be more streamlined, efficient and effective, and to innovate more rapidly. 6. In 2008, the Yahoo! Open Strategy (Y!OS) was launched, a set of complementary developer platforms designed to better open Yahoo to third-party developers and publishers which invited developers to take advantage of our huge scale by writing applications that build on popular properties, tap into millions of loyal users, and make users’ Internet experiences more relevant and useful. 7. Yahoo Offerings also include Communities, Communications, Search, Connected Life, Audience 6.2.5. Marketing Mediums Online, television, print, radio, outdoor advertising, leverage global online network and their distribution partnerships to market products and services to the right people at the right time. With continued investment in global brand and product marketing, they continue to attract and engage users, advertisers, publishers, and developers. 6.2.6. Yahoo as an Organisation Yahoo Inc. re-aligned its organization to effectively focus on Key Customer Segments to Capture Future Growth Opportunities. The new structure is designed to drive this strategy by aligning the organization with four key objectives: 1. Expand customer-centric culture and capabilities Yahoo Inc. organized its services around audience segments and advertising customers, rather than around products. 2. Create leading social media environments 20
  • 21. Yahoo Inc. leveraged its strong positions in community, communications, search, as well as media content across its global network to create leading social media environments, which encouraged every user on the Yahoo network to participate in the consumption and publishing of information, and knowledge through tagging, reviewing, sharing of images and audio, and other social media activities. 3. Lead in next-generation advertising platforms Yahoo Inc. extended its industry-leading breadth of offerings to give the most diverse array of advertisers, from large brand marketers to local merchants, every opportunity to connect with audiences on and off Yahoo. 4. Drive organizational effectiveness and scale Yahoo Inc. recruits and retains the best industry talent and focus its resources on high-impact, network-wide platforms to help capture the most significant long-term growth opportunities. Under the new structure, Yahoo Inc. has two customer-focused groups, each led by a senior and experienced operating executive, and a strengthened technology function headed by the chief technology officer. These groups are: a) Audience Group This group focuses on building the largest and most valuable audiences and relationships on and off the Yahoo network, creating more unique, tailored and engaging experiences for Yahoo's valuable users. The group will leverage the success the company has had to date, as the largest global Internet destination, to further enhance its existing products in search, media, communities and communications; build social media environment across Yahoo; open more opportunities for users to take advantage of Yahoo tools and services off network and through mobile and digital devices; and pursue growth opportunities in emerging international markets. b) Advertiser & Publisher Group This group leads the transformation of how advertisers connect with their target customers across the Internet, with the goal of driving more value for more advertisers and publishers than any other company. This group combines Yahoo's broad array of marketing solutions, its industry leading sales teams, and its thousands of high quality distribution partners, to create a 21
  • 22. full-fledged global advertising network on and off Yahoo. This is designed to benefit both advertisers and publishers and significantly enhance the company's monetization capabilities, by leveraging the size and scale of Yahoo!'s advertising network. Specifically, this group provides customer-oriented solutions across all major segments, including large advertisers and agencies, small- and medium-sized businesses, local advertisers, resellers and publishers, as well as develop advertising platforms and marketplaces for the future. c) Technology Group In addition to closer engineering integration within product teams, Yahoo Inc. concentrates on the key engineering talent and shift investment towards the development of high-impact, scalable, global platforms and infrastructures to help capture the most significant long-term growth opportunities. For example, this group leverages Yahoo's platform investments in community to create the technology platforms for new social media environments. In addition, it speeds the development of innovative, next generation advertising platforms. In 2008, Yahoo Inc. as an organisation was simplified, priming to make big improvements in product quality and operational efficiency while also better supporting our customers. This started in February 2008 with streamlining the senior leadership team and creating new positions focused on customer advocacy, marketing and international operations. 6.3. STUDYING FACEBOOK Facebook was founded in February 2004 by Mark Zuckerberg as a social utility that helps people communicate more efficiently with their friends, family and co-workers. The company develops technologies that facilitate the sharing of information through the social graph, the digital mapping of people's real-world social connections. 6.3.1. Mission Facebook's mission is to give people the power to share and make the world more open and connected. 6.3.2. Values 22
  • 23. a) Freedom to Share and Connect People should have the freedom to share whatever information they want, in any medium and any format, and have the right to connect online with anyone - any person, organization or service - as long as they both consent to the connection. b) Ownership and Control of Information People should own their information. They should have the freedom to share it with anyone they want and take it with them anywhere they want, including removing it from the Facebook Service. People should have the freedom to decide with whom they want to share their information, and set privacy controls to protect those choices. Those controls, however, are not capable of limiting how those who have received information may use it, particularly outside the Facebook Service. c) Free Flow of Information People should have the freedom to access all of the information made available to them by others. People should also have practical tools that make it easy, quick, and efficient to share and access this information. d) Fundamental Equality Every person - whether individual, advertiser, developer, organization, or other entity - should have representation and access to distribution and information within the Facebook Service, regardless of the Person's primary activity. There should be a single set of principles, rights, and responsibilities that should apply to all People using the Facebook Service. e) Social Value People should have the freedom to build trust and reputation through their identity and connections, and should not have their presence on the Facebook Service removed for reasons other than those described in Facebook's Statement of Rights and Responsibilities. f) Open Platforms and Standards 23
  • 24. People should have programmatic interfaces for sharing and accessing the information available to them. The specifications for these interfaces should be published and made available and accessible to everyone. g) Fundamental Service People should be able to use Facebook for free to establish a presence, connect with others, and share information with them. Every Person should be able to use the Facebook Service regardless of his or her level of participation or contribution. h) Common Welfare The rights and responsibilities of Facebook and the People that use it should be described in a Statement of Rights and Responsibilities, which should not be inconsistent with these Principles. i) Transparent Process Facebook should publicly make available information about its purpose, plans, policies, and operations. Facebook should have a town hall process of notice and comment and a system of voting to encourage input and discourse on amendments to these Principles or to the Rights and Responsibilities. j) One World The Facebook Service should transcend geographic and national boundaries and be available to everyone in the world. 6.3.3. Facebook as an Organisation According to a Bloomberg, Facebook has 1,000 employees as part of its workforce. But Mark Zuckerberg feels that “The company’s building feels much more like a very large garage.” Following are some unique activities/facilities of Facebook: a) Fun Facebook pairs innovation and passion with cutting loose and having fun: racing around on RipStiks; playing Bughouse chess, a hand of poker, or a game of Risk; rocking out in their music 24
  • 25. room; and embarking on all-night coding binges for new features and ideas. Their language team rewrites the site in Pirate English, just for kicks. There's also an Ultimate Frisbee team, Nacho Thursday, and all kinds of new fun being invented every week. b) Health To make the employees life easier, Facebook pays 100% of employee benefit premiums and 50% of any dependent premiums in the United States. This includes medical, dental, vision, life insurance and disability coverage, as well as the Employee Assistance Program. They also provide 50% reimbursement of most monthly gym fees. They comply with local regulations in all non-U.S. locations. c) Food Facebook provides micro kitchens and lots of great, free snacks at just about all its major worldwide locations. At Palo Alto headquarters, they also offer free breakfast, lunch and dinner at their Cafe. Whether the employees looking for healthy salads, hearty world cuisine from countries such as Belize and India, or just a couple slices of pizza, Chef Josef and his team of culinary geniuses make it happen every day. d) Family & Parenting Facebook offers all eligible full-time, U.S. employees up to 4 months of Paid Parental Leave to attend to the birth or adoptive placement of your child. While an employee is on Paid Parental Leave, Facebook will continue your health benefits, stock vesting, 401 (k), gym membership and Purple Tie as if you had continued to work full-time. Facebook also will provide $4,000 baby cash to all new custodial parents who are full-time U.S. employees at the time of birth or placement. e) Day Care All full-time regular employees who have one or more children age 5 or under at any point during the calendar year (incurred after your start date) are eligible to be reimbursed for up to $3,000 toward day care/babysitting assistance per year. 25
  • 26. f) Paid Time Off (PTO) Facebook offers 21 days of paid vacation to make sure the employees take a break once in a while. g) Sick Time and Holidays If the employee is sick, he can stay home and get better (unlimited sick days). There are also 11 paid holidays observed at Facebook. h) Saving & Retirement Automatic payroll deduction lets U.S. employees contribute between 1% and 75% of your eligible pay up to the annual IRS dollar limit. Facebook also provides Fidelity BrokerageLink and a self-directed brokerage account to give you expanded investment choices. i) Internal Speakers Series Almost every week, Facebook brings in someone from outside Facebook to talk about their experience and what they're passionate about. The company likes to bring in people who they know will give them something to think about. Some of the guests were Gloria Steinem, Gavin Newsom, and Ashton Kutcher. j) Discounts Facebook gives discounts from companies such as Microsoft, Dell, Apple and AT&T. k) Transportation Purple Tie provides laundry, dry cleaning, photo processing, and leather repair for Palo Alto employees. They can drop their laundry off at work and Facebook will return it right to your desk. 6.4. STUDYING TWITTER Initially inspired by the concept of an ‘away-message’ merged with the freedom and mobility of SMS, Twitter began as an experiment in 2006 by Jack Dorsey. When value as an instant communication network during shared events like earthquakes, conferences, and festivals emerged, Twitter began to grow and Twitter, Inc. was founded in 2007. Today, Twitter is a 26
  • 27. privately funded company based in San Francisco; CA. Twitter lets you write and read messages of up to 140 characters, or the very length of this sentence, including all punctuation and spaces. The messages are public and you decide what sort of messages you want to receive, Twitter being a recipient driven information network. In addition, you can send and receive Twitter messages, or tweets, equally well from your desktop or your mobile phone. 6.4.1. Twitter Values Twitter values talent, creativity, and a sense that anything is possible. 6.4.2. Tools Used Twitter’s core technology is a device agnostic message routing system with rudimentary social networking features. By accepting messages from sms, web, mobile web, instant message, or from third party API projects, Twitter makes it easy for folks to stay connected. 6.4.3. Marketing Mediums The following are the mediums used by Twitter: a) Twitter as a Media Outlet One can use Twitter to post news or updates about your company or products. b) Promotional Palace It's not uncommon for companies to post promotions, sales, or specials on Twitter. An example would be Dell, they do it well. c) Create Character in Your Brand Twitter is a fantastic tool in giving your brand a voice and a personality. Being successful in Twittering helps one to put forth their personality and a unique style. That's what makes the difference and can increases one’s Twitter following and thus makes it a successful marketing tool for all. d) Customer Service and Chit Chat This medium of communication is all about conversation and about talking to the prospects and consumers; interacting with them. 27
  • 28. 6.4.4. Twitter as an Organisation Twitter is a small company with a bright future. They believe they are changing the world. And in so doing, they are building something hugely valuable and worthwhile. They are fewer than 30 people today. But as their business is developing, they are hiring very seriously. They value talent, creativity, and a sense that anything is possible. They are well-funded and building a company to last. Twitter has created a beautiful office space in the heart of SOMA in San Francisco. It's very open, has tons of windows (with views), collaborative workspaces, whiteboards-a-plenty, and just the right amount of meeting space. They provide the best equipment money can buy and offer free breakfast, snacks, and often lunch. Good burritos, great coffee, and Whole Foods are just blocks away. Though they are a small company, they provide very lucrative benefits pertaining to 401k, flex spending, health, dental, vacation, stock options, and all that stuff. Plus, everyone gets a meaningful stake in the company's long-term success. At Twitter, the present employees are a unique group of folks who have built products and services at companies such as Google, Blogger, Xanga, CNET, Danger, AOL, Samsung, Sony Ericsson, Vodafone and lots more. And each has brought his or her experience and skills to Twitter to build the best thing they've worked on yet. 7. STUDYING PERSONALITIES In order to give a different direction to our research, we studied two personalities: Mahatama Gandhi and Barack Obama who have made a difference in the lives of individuals they dealt with. Studying Mahatama Gandhi took us back into the struggle for India’s freedom and studying Obama takes us just a couple of years back to study his efforts in getting U.S.A. out of the economic crisis. We have described these personalities just like we described companies above taking into consideration the following: 1. What are their Activations or what was and has been responsible for their success? 2. What are the Tools used by them for their success today? 28
  • 29. 3. What are the Values on which these companies are built? 4. What is the Organisational Culture they follow? 5. What are the Sources of Media used by them? 7.1.STUDYING GANDHI Gandhi dedicated his life to the wider purpose of discovering truth or Satya. He tried to achieve this by learning from his own mistakes and conducting experiments on himself. Gandhi stated that the most important battle to fight was overcoming his own demons, fears, and insecurities. Gandhi summarized his beliefs first when he said “God is Truth”. He would later change this statement to “Truth is God”. Thus, Satya (Truth) in Gandhi's philosophy is “God”. Although Mahatama Gandhi was in no way the originator of the principle of non-violence, he was the first to apply it in the political field on a huge scale. In applying these principles, Gandhi did not balk from taking them to their most logical extremes in envisioning a world where even government, police and armies were nonviolent. Gandhi spent much time advocating vegetarianism during and after his time in London. To Gandhi, a vegetarian diet would not only satisfy the requirements of the body, it would also serve an economic purpose as meat was, and still is, generally more expensive than grains, vegetables, and fruits. Also, many Indians of the time struggled with low income, thus vegetarianism was seen not only as a spiritual practice but also a practical one. He abstained from eating for long periods, using fasting as a form of political protest. He refused to eat until his death or his demands were met. It was noted in his autobiography that vegetarianism was the beginning of his deep commitment to Brahmacharya, without total control of the palate, his success in Bramacharya would likely falter. 29
  • 30. Gandhi earnestly believed that a person involved in social service should lead a simple life which he thought could lead to Brahmacharya. His simplicity began by renouncing the western lifestyle he was leading in South Africa. He called it "reducing himself to zero," which entailed giving up unnecessary expenditure, embracing a simple lifestyle and washing his own clothes. On one occasion he returned the gifts bestowed to him from the natal are for his diligent service to the community. Gandhi was born a Hindu and practiced Hinduism all his life, deriving most of his principles from Hinduism. As a common Hindu, he believed all religions to be equal, and rejected all efforts to convert him to a different faith. He was an avid theologian and read extensively about all major religions. He had the following to say about Hinduism. It will be pertinent to point out as to what Mahatma Gandhi considered to be the role of newspapers. He wrote: “In my humble opinion, it is wrong to use a newspaper as a means of earning a living. There are certain spheres of work which are of such consequence and have such bearing on public welfare that to undertake them for earning one’s livelihood will defeat the primary aim behind them. When further a newspaper is treated as a means of making profits, the result is likely to be serious malpractices. It is not necessary to prove to those who have some experience of journalism that such malpractices do prevail on a large scale.” He was of the opinion that newspapers were meant primarily to educate the people. They made the latter familiar with contemporary history. This was a work of no mean responsibility. It was a fact, however, that readers could not always trust newspapers. Often facts were found to be quite the opposite of what has been reported. If newspapers realised that it was their duty to educate the people, they could not but wait to check a report before publishing it. It is true that often they had to work under difficult conditions. They have to shift the true from the false in a short time and can only guess the truth. Even then, he was of the opinion that it was better not to publish a report at all if it has not been found possible to verify it. Gandhi envisioned Satyagraha as not only a tactic to be used in acute political struggle, but as a universal solvent for injustice and harm. He felt that it was equally applicable to large-scale political struggle and to one-on-one interpersonal conflicts and that it should be taught to everyone. 30
  • 31. Gandhi was undaunted by the task of implementing such a utopian vision in India. He believed that by transforming enough individuals and communities society at large would change. He said, “It may be taunted with the retort that this is all Utopian and, therefore not worth a single thought... Let India live for the true picture, though never realizable in its completeness. We must have a proper picture of what we want before we can have something approaching it.” The Salt Satyagraha was a campaign of nonviolent protest against the British salt tax in colonial India which began with the Salt March to Dandi on March 12, 1930. It was the first act of organized opposition to British rule. Mahatma Gandhi led the Dandi march from his Sabarmati Ashram to Dandi, Gujarat to produce salt without paying the tax, with growing numbers of Indians joining him along the way. When Gandhi broke the salt laws in Dandi at the conclusion of the march on April 6, 1930, it sparked large scale acts of civil disobedience against the British Raj salt laws by millions of Indians. The charkha (etymologically related to Chakra) was both a tool and a symbol of the Indian independence movement. The charkha, a small, portable, hand-cranked wheel, is ideal for spinning cotton and other fine, short-staple fibers, though it can be used to spin other fibers as well. The size varies, from that of a hardbound novel to the size of a briefcase, to a floor charkha. Mahatma Gandhi brought the charkha into larger use with his teachings. He hoped the charkha would assist the people of India achieve self-sufficiency and independence, and so used the charkha as a symbol of the Indian independence movement and included it on earlier versions of the Flag of India. Mahatma Gandhi began promoting the spinning of khadi for rural self-employment and self- reliance in 1920s in India thus making khadi an integral part and icon of the Swadeshi movement. The freedom struggle revolved around the use of khadi fabrics and the dumping of foreign-made clothes. Thus it symbolized the political ideas and independence itself, and to this day most politicians in India are seen only in khadi clothing. The flag of India was only allowed to be made from this material, although in practice many flag manufacturers, especially those outside of India, ignore this rule. 31
  • 32. In South Africa, Gandhi faced discrimination directed at Indians. He was thrown off a train at Pietermaritzburg after refusing to move from the first class to a third class coach while holding a valid first class ticket. Traveling farther on by stagecoach he was beaten by a driver for refusing to travel on the foot board to make room for a European passenger. He suffered other hardships on the journey as well, including being barred from several hotels. In another incident, the magistrate of a Durban court ordered Gandhi to remove his turban - which he refused to do. These events were a turning point in his life, awakening him to social injustice and influencing his subsequent social activism. It was through witnessing the firsthand racism; prejudice and injustice against Indians in South Africa that Gandhi started to question his people’s status within the British Empire, and his own place in society. Gandhi extended his original period of stay in South Africa to assist Indians in opposing a bill to deny them the right to vote. Though unable to halt the bill’s passage, his campaign was successful in drawing attention to the grievances of Indians in South Africa. He helped find the Natal Indian Congress in 1894, and through this organization, he moulded the Indian community of South Africa into a homogeneous political force. In January 1897, when Gandhi landed in Durban he was attacked by a mob of white settlers and escaped only through the efforts of the wife of the police superintendent. He, however, refused to press charges against any member of the mob, stating it was one of his principles not to seek redress for a personal wrong in a court of law. In 1906, the Transvaal government promulgated a new Act compelling registration of the colony's Indian population. At a mass protest meeting held in Johannesburg on 11 September that year, Gandhi adopted his still evolving methodology of Satyagraha (devotion to the truth), or non-violent protest, for the first time, calling on his fellow Indians to defy the new law and suffer the punishments for doing so, rather than resist through violent means. This plan was adopted, leading to a seven-year struggle in which thousands of Indians were jailed (including Gandhi), flogged, or even shot, for striking, refusing to register, burning their registration cards or engaging in other forms of non-violent resistance. While the government was successful in repressing the Indian protesters, the public outcry stemming from the harsh methods employed 32
  • 33. by the South African government in the face of peaceful Indian protesters finally forced South African General Jan Christian Smuts to negotiate a compromise with Gandhi. Gandhi's ideas took shape and the concept of Satyagraha matured during this struggle. 7.1.1. Symbolic Tool to represent Mahatama Gandhi From the above values, characteristics, features and activations of Mahatama Gandhi, we came up with a symbolic tool to link the same to our study: Personal Characteristics • Philosopher Media • Newspapers • Listening and public • Radio speaking skills • Word of mouth • Influencer • Letters • Festivals • Futurist Values • Truth • Non-violence • Vegetarianism • Simplicity • Faith Mahatma Activation/Tools/Theme • Swadeshi movement Ignition Point • Swaraj • The oppression in South • Salt Satyagraha Africa drove him to fight for the struggle. • Quit India Symbols movement • Charkha • Khadi 33
  • 34. 7.2.STUDYING OBAMA Obama sold the idea of hope to Americans who were in trouble due to recession, war etc. He gave them the hope that with change, their lives will improve. He mentioned that, “We will work toward the global peace and stop the ongoing war with Iraq”. He energized America. The emotional appeal was backed with solid and specific policy details. His biography acted as means of promotional media. The negative criticism was countered by his team well in advance. He used the power of youth. He involved the youth of America in his entire campaign. He involved them as donors or as a work as field organizers, neighborhood canvassers, or just general office staff. It has often been noted that the young people of America are left out of politics, but the Obama’s campaign discovered the power of the youth. He realised the need of a web campaign as an American citizen made the extensive use of technology. His web campaign resulted in attracting the tech savvy population of America. He used all channels of web media be it blogs, social media such as Facebook, emails, user- generated content, personal website and even video games. The donors for fund raising campaign were registered and sent updates on campaign regularly and expenses which lead to trust and system of transparency. Also, his campaign was never insufficient of funds unlike other contenders. His entire speech was subtle and well crafted. It was directed towards the central theme of hope and change. Obama's personal charisma, listening and public speaking skills, consistent positive and unruffled demeanor and a compelling biography attracted the attention and empathy of voters. The black community was involved emotionally as he was going to create a history on becoming the first black president. 34
  • 35. 7.2.1. A Symbolic Tool to represent Barack Obama From the above values, characteristics, features and activations of Barack Obama and his team, we came up with a symbolic tool to link the same to our study: Personal Characteristics • Obama's personal charisma • Listening and public speaking Media skills • Power of youth • Professional Speech • Biography • Websites • Attention-getting without being • Personal Values in-your-face website • Transparency ( In • Changed the myth by being the • Mobile terms of spending of fund raised through • Blogs campaign) • Empathy • Television • Positive Attitude Obam Idea a • Hope of better future and need Activation/Tools/Theme for change • Involving citizens by the way • Hope and change only of donors and helpers in can improve the lives of campaigns resulted in religious Americans supporters • End of war • Stress on Americanism • Beginning of peace Symbols • Imaginative • First black president campaign logo 35 • Obama crest • Symbol of recovery
  • 36. 8. THE AWAKENING From our study above with organisations and personalities, the following were our best learnings: 1. Uniqueness in the work done. 2. Position distinctly the underlying message every client wants to deliver to the target audience. 3. Focus on doing things. No talks, meetings or emails to be sent relating to work if the work is not getting done. 4. Advertising defined is anything that would make clients famous. 5. Strong and resilient work culture. 6. Every employee who begins new work to be assigned a Sensei. Sensei to be selected based on his or her knowledge of the culture of the organisation and belongs to a different department than the employees of the current department. This would enable cross pollination to happen between departments and know exactly what the other department does. 7. An idea to be judged solely by its merit as good ideas can come from anywhere, from any person in any department at any level. 8. Treating suppliers or any other stakeholder of the organisation like fellow employees. 9. Focusing on deadlines from the start and do whatever is humanly possible to meet them. 10. Using any mode of media to convey a message ranging from an online film, an event on the street, a book or something unimaginable. 11. Engage audiences, creating messages, often in unexpected places, that people welcome and even seek out. 12. Survey employees to find out what they liked and disliked about the company. 13. Empower staffers and motivate them to do their best work. 14. Action oriented delivery style. 36
  • 37. 15. Focus on saying things in a memorable way. 16. Open and observant to what’s happening in and around the environment and learnt to understand what ticks people. 17. Adapt to clients needs and the culture. 18. Informal, flexible, and non hierarchical with a front foot approach to employees. 19. 360 degree integration of an idea. 20. Appraisal system should be customised as per teams. 21. Induction should be made a part of the training module. 22. Commitment to innovation to depend on everyone being comfortable sharing ideas and opinions. 23. Transparent work culture. 24. The hierarchy of the organisation to be small in order to maintain effective communication and sharing of ideas become easier which is the core value of Google. 25. The employees to have opportunity to devote 20% of their work time devoted to pursue personal interests or hobbies. 26. Empowering users and employees through programs, products, and services that inspire people to make a positive impact on their communities and build relationships. 27. Connect with anyone. 28. A platform to share whatever information one may want. 29. A healthy work environment to lead to productivity and happiness. 30. Empathy. 31. Positive Attitude. 32. Truth. 33. Non-violence. 34. Vegetarianism. 35. Simplicity. 36. Faith. 37
  • 38. 9. THE SYNTHESIS OF OUR LEARNING THROUGH MIND MAPPING Treating all stakeholders as employees Sensei or a Advertise anything that Transparent E.g. CP+B treats all its suppliers as mentor from E.g. Google, All makes client famous Adopting to client employees another team to employees can E.g. CP+B needs & culture talk to one enable cross E.g. CP+B another pollination E.g. GS&P irrespective of the Self Actualization hierarchy E.g. O&M encourages Creativity employees to do what they like. Positive Attitude E.g. O & M’s drive for Google allocates 20%of work E.g. Obama Empowering staff excellence in creativity time of employees to pursue Truth their hobbies E.g. GS&P, handover of E.g. Mahatma Gandhi day to day activities to their creative team Simplicity Open work Goal Oriented E.g. CP+B focuses on the E.g. Mahatma Gandhi culture deadlines to be met E.g. Twitter Influencer Leadership style of E.g. Mahatma Gandhi the department head Disciplined Small Hierarchy E.g. Sumanto of O&M E.g. Mahatma Gandhi Empathy E.g. Google uses small uses the result Strong and oriented style E.g. Obama hierarchy for effective resilient work communication culture Deterministic Persistent E.g. CP+B Non E.g. CP+B E.g. Mahatma Gandhi Definition of good meeting is meeting which ends with stagnating environment clear understanding of E.g. O&M actions to be taken Induction as a part of training E.g. CP+B module Creative E.g. ONM, New employees are inducted on organization culture Finding out what Customer employees like and dislike centric Eg. Yahoo which organization Resource allocation as per activities of the future E.g. Surveys offers speedy E.g. Google’s allocation of conducted by GS&P search results, resources as per the activity in 1999 resulted in a wide range of streamlined approach software to new business Flexitime Appraisals should not be standard E.g. Google, Twitter Reward employees at every step Informal, E.g. O & M, Measured only on creative work E.g. Google flexible and non hierarchical done by employees E.g. O & M Involve more and more Creating products which brings people all stakeholders on one platform N=1 E.g. Obama E.g. Yahoo Dynamic E.g. CP+B, Work done is custom E.g. At Google made Change the way Focus on Meritocracy commitment in people delivery E.g. CP+B, An idea to be innovation is communicate Distinct delivery of E.g. Yahoo solely judge by its merit, being able to E.g. Google share ideas underlying message irrespective of the place and E.g. O & M, Focusing on the hierarchy it comes from. things to be said in a Action oriented approach Empowering employees memorable way E.g. CP+B, PPTs cannot substitute for the E.g. In Yahoo, they create CB+B: Dominos campaign of work to be done, 360 degree integration of an “Have It Your Way!!!” O & M: “Baby ki Mundi Kaato” Workshop products which inspires idea which suits the communities to have positive customer requirements E.g. In O & M, PR, rural impact on communities 38 advertising, DM, digital, events are under one roof.
  • 39. Improving the functionality and Environment Scanning usability o the product E.g. O & M’s Piyush Pandey E.g. Yahoo KEY Culture Processes Values Features 10. THE CONSTITUTION OF THE CREATIVE ORGANISATION OF THE FUTURE A step towards innovation will help an organisation grow. Through our research in the most creative organisations and people, our attempt was to embed the key findings to create an organisation of the future in the form of a constitution. The constitution we frame will enable us to include the features, processes, values and the culture of a creative organisation of the future. The constitution proposed by us as given below is our recommendation on constructively creating the “The Creative Organisation of the Future” and thus applies to the organisation as a whole. Our Proposed Constitution: We resolve to creatively construct the organisation of the future and To secure to all its employees the right to equality and empowerment; Inculcating in the organisation, the values of: Customer centricity in order to adapt to clients needs and culture; Resilience to adapt to the changing environment; Transparency to enable one platform of communication with each and every employee; Persistency to reach the desired goal and optimism; To inculcate discipline as a way of life; Being simplistic in nature and Induce integrity in the organisation. 39
  • 40. The organisation should enable an open work culture; And provide common platforms for all the stakeholders; And treat all of them (stakeholders) as employees and ensure their satisfaction to the maximum possible extent. Meritocracy should be guaranteed when it comes to judging of an idea; irrespective of the place and hierarchy it comes from. Time should be utilized at its optimum capacity, And thus good meetings should be defined with a clear understanding of the actions to be taken. The organisation should envision creating products which inspire communities to have positive impact on them. 11. THE CONCLUSION This research helped me to look at an organisation from a perspective away from the theory taught to us in books. It has helped us to learn the fact that the best practices may not necessarily be present in the organisations which belong to the same sector. We can also conclude that Productive organisations and personalities are universal. Values of organisations and personalities are universal. In our research, we picked up the best practices from organisation of the same and different sectors as well as from personalities. This research makes us think of a different approach to constructively creating an organisation of the people, by the people and for the people. The limitation to our research was the primary research that we were able to conduct in only two companies out of the seven companies we studied in detail. 40
  • 41. 12. REFERENCES a) About Crispin Porter Bogusky (CP+B) http://cpbgroup.com/#cpb b) About Goodby Silverstein & Partners www.goodbysilverstein.com c) About Google news.google.com/intl/en/about_google_news.html google.about.com d) About Yahoo Inc. http://in.docs.yahoo.com/hr/ http://in.docs.yahoo.com/info/ http://en.wikipedia.org/wiki/Yahoo e) About Facebook http://www.facebook.com/principles.php http://en.wikipedia.org/wiki/Facebook f) About Twitter http://en.wikipedia.org/wiki/Twitter http://twitter.com/about g) About Obama obama-zone.com h) About Mahatama Gandhi www.mkgandhi.org/ i) Book: The New Age of Innovation by C.K. Prahalad 41
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