This document outlines a framework for transitioning an agency towards developing digital competencies. It discusses how the agency model is challenged by changes in technology, consumers, and the need for digital fluency. Six inertias are identified that current systems and behaviors must overcome through upgrades. Eight pillars are proposed to manage the transformation, including dissolving strict linear processes, dismantling separate digital departments, and redefining what is considered creative work. The goal is to fully integrate digital and classic approaches to ideas.

1. AGILE
CREATIVITY
A Transition Framework towards Digital Competencies
November, 2012Danni Dixon, Clint Bryce
Monday 12 August 13

2. Monday 12 August 13

3. Our objective
Monday 12 August 13

4. Objective
TO: Build the structures, resources,
processes + attitudes, that delivers work
reflective of a team demonstrating true
digital competencies ...
Monday 12 August 13

5. Objective
TO: Build the structures, resources,
processes + attitudes, that delivers work
reflective of a team demonstrating true
digital competencies ...
SO THAT: ... the agency maintains relevancy,
demonstrates growth and reports
satisfactory profit margins to
stakeholders.”
Monday 12 August 13

6. Objective
Better (integrated)
work, faster.
Monday 12 August 13

7. Objective
Agile Creativity.
Monday 12 August 13

8. The agency dilemma
Monday 12 August 13

9. 77
2012 Magic Quadrant
for Global Digital Marketing Providers
Monday 12 August 13

10. 77
2012 Magic Quadrant
for Global Digital Marketing Providers
Monday 12 August 13

11. The agency dilemma
5
What Makes a Leader?
• Skilled capacity
management to run a
predictable business
• Staff from a global
resource vs teams in the
client’s geography
Global resource
management
• Platforms vs one-off
engagements
• Scale, ideation and
product development
• True marketing program
managers vs the
producer model
Lifecycle
Marketing • Understand both the art
and science of managing
the whole marketing mix
• Thought leadership and
big ideas
• Avoid shoehorning old
ideas into new paradigms
“Left Brain
creativity “
Monday 12 August 13

12. The agency dilemma
5
What Makes a Leader?
• Skilled capacity
management to run a
predictable business
• Staff from a global
resource vs teams in the
client’s geography
Global resource
management
• Platforms vs one-off
engagements
• Scale, ideation and
product development
• True marketing program
managers vs the
producer model
Lifecycle
Marketing • Understand both the art
and science of managing
the whole marketing mix
• Thought leadership and
big ideas
• Avoid shoehorning old
ideas into new paradigms
“Left Brain
creativity “
Monday 12 August 13

13. 77
2012 Magic Quadrant
for Global Digital Marketing Providers
Monday 12 August 13

14. 77
2012 Magic Quadrant
for Global Digital Marketing Providers
TBWAHuntLascaris
Monday 12 August 13

15. The agency dilemma
Agencies still lead with their heritage…
13
Buyers are encouraged by the move toward deeper full
service, however CMOs tell us heritage still plays a role…
• Heritage in mgmt
consulting, search,
social, mobile,
games, UX,
community
•Heritage in owned
media, particularly
web development
and digital
commerce. This
sector pioneered
experience design.
•Heritage in
advertising and
PR; promotion,
merchandising,
campaigns,
campaign
effectiveness,
brand & identity.
Advertising
Networks
Interactive
marketing
Niche firms,
management
consultants
Systems
integrators
Heritage in app dev,
integration, complex
implementations and
highly structured
methodologies
Monday 12 August 13

16. The agency dilemma
Agencies still lead with their heritage…
13
Buyers are encouraged by the move toward deeper full
service, however CMOs tell us heritage still plays a role…
• Heritage in mgmt
consulting, search,
social, mobile,
games, UX,
community
•Heritage in owned
media, particularly
web development
and digital
commerce. This
sector pioneered
experience design.
•Heritage in
advertising and
PR; promotion,
merchandising,
campaigns,
campaign
effectiveness,
brand & identity.
Advertising
Networks
Interactive
marketing
Niche firms,
management
consultants
Systems
integrators
Heritage in app dev,
integration, complex
implementations and
highly structured
methodologies
Monday 12 August 13

17. The agency dilemma
Heritage. Friend or Foe?
Monday 12 August 13

18. The agency dilemma
Heritage = Friend + Foe.
Monday 12 August 13

19. The agency dilemma
“TBWAHuntLascaris leads with strong creative heritage
and past successes. In doing so, historically, there has
been no real pressure to transform and remains on
Madison Avenue (a country mile from Silicon Valley).
In other words, you could say we’re still in the 1980’s.”
Monday 12 August 13

20. The agency dilemma
“What got us here,
may not get us there.”
Monday 12 August 13

21. TECHNOLOGY CONSUMERS AGENCIES
Yesterday
Monday 12 August 13

22. TECHNOLOGY CONSUMERS AGENCIES
Yesterday
Monday 12 August 13

23. TECHNOLOGY CONSUMERS AGENCIES
Yesterday
Monday 12 August 13

24. TECHNOLOGY CONSUMERS AGENCIES
Today
Monday 12 August 13

25. TECHNOLOGY CONSUMERS AGENCIES
Today
Monday 12 August 13

26. TECHNOLOGY CONSUMERS AGENCIES
Today
Monday 12 August 13

27. “For providers with roots in
advertising, the participation of
buyers in the marketing process
is especially challenging. Great
advertising may win awards, but if
the product isn’t being discussed
online, its share will go to those
products that are.”
Gartner, Market Overview
Oct 2012
Monday 12 August 13

28. The agency dilemma
Fluency is required from
the ‘work’ itself, to how the
work works;
THE WORK HOW THE WORK WORKS
Monday 12 August 13

29. The agency dilemma
Fluency is required from
the ‘work’ itself, to how the
work works;
THE WORK HOW THE WORK WORKS
The ‘what’ to the ‘how’
Monday 12 August 13

30. The agency dilemma
Monday 12 August 13

31. The agency dilemma
Systems, behaviours and
resources must overcome
existing inertias (and require
upgrades).
Monday 12 August 13

32. The agency dilemma
Systems, behaviours and
resources must overcome
existing inertias (and require
upgrades).
We have identified 6.
Monday 12 August 13

33. A strict linear
process, instead
of organic.
Inertia
Monday 12 August 13

34. 1A strict linear
process, instead
of organic.
Inertia
Monday 12 August 13

35. A digital
department, in
place of digital
competencies.
Inertia
Monday 12 August 13

36. 2A digital
department, in
place of digital
competencies.
Inertia
Monday 12 August 13

37. Skill sets built
mostly around
interruption
(messaging),
instead of
engagement.Inertia
Monday 12 August 13

38. 3
Skill sets built
mostly around
interruption
(messaging),
instead of
engagement.Inertia
Monday 12 August 13

39. Confusing the
Big Idea with a
Big TV-centric Ad
Inertia
Monday 12 August 13

40. 4Confusing the
Big Idea with a
Big TV-centric Ad
Inertia
Monday 12 August 13

41. Lack of analytics
and ‘data mindset’
to measure true
effectiveness.Inertia
Monday 12 August 13

42. 5Lack of analytics
and ‘data mindset’
to measure true
effectiveness.Inertia
Monday 12 August 13

43. Development of
media plans,
instead of channel
plans.
Inertia
Monday 12 August 13

44. 6Development of
media plans,
instead of channel
plans.
Inertia
Monday 12 August 13

45. Managing the upgrade: Shifting gears
Monday 12 August 13

46. Managing the upgrade
To empower the idea, it must grind against a digital cog
Classic
Idea
Monday 12 August 13

47. Managing the upgrade
To empower the idea, it must grind against a digital cog
Classic
DigitalIdea
Monday 12 August 13

48. Managing the upgrade
To empower the idea, it must grind against a digital cog
Classic
DigitalIdea
Monday 12 August 13

49. Managing the upgrade
This then, forms the basis of our transformation strategy ....
Classic
DigitalIdea
Monday 12 August 13

50. Managing the upgrade
Don’t think of integrating digital into classic ....
Classic
Digital
Monday 12 August 13

51. Managing the upgrade
Think of integrating classic into digital.
Classic
Digital
Monday 12 August 13

52. Managing the upgrade
Ultimately to full integration + growth of digital competencies.
Classic
DigitalIdea
Monday 12 August 13

53. Managing the upgrade
Ultimately to full integration + growth of digital competencies.
Classic
DigitalIdea
Monday 12 August 13

54. Managing the upgrade
Full Integration
A natural idea ecosystem, born from digital awareness.
Idea
Idea
Idea Idea
Idea
Idea
Idea
Monday 12 August 13

55. Managing the upgrade
Full Integration
A natural idea ecosystem, born from digital awareness.
Idea
Idea
Idea Idea
Idea
Idea
Idea
Monday 12 August 13

56. 8Transformation pillars
Monday 12 August 13

57. Dissolve process,
without losing it.Pillar
Monday 12 August 13

58. 1Dissolve process,
without losing it.Pillar
Monday 12 August 13

59. Monday 12 August 13

60. Monday 12 August 13

61. A
Idea
Art+Copy
Art+Copy
Monday 12 August 13

62. A
Idea
Art+Copy
Art+Copy
B
Art+Copy
Art+Copy+UX+Code
Art+Copy
Idea
Monday 12 August 13

63. A
Idea
Art+Copy
Art+Copy
C
Idea
Art+Copy+Code
Art+Copy+Code+XXX
Art+Copy+Code
Goal? More flexibility in our creative resources
B
Art+Copy
Art+Copy+UX+Code
Art+Copy
Idea
Monday 12 August 13

64. Translate this to the rest of the business
Monday 12 August 13

65. Identify
• Integrators
• Thinkers
• Sellers
• Marketers
• Makers
Collaborate, integrate, then scale.
Monday 12 August 13

66. Identify
• Integrators
• Thinkers
• Sellers
• Marketers
• Makers
Collaborate, integrate, then scale.
Monday 12 August 13

67. Redefine the integrated team,
from how we work ... to how we sit.
Monday 12 August 13

68. Monday 12 August 13

69. Exhibit 144 Big Spaceeship: Floor Pllan of Work SSpace, Pre-20008
By Discipline.
Big Spaceship:
Floor Plan Pre-2008
Monday 12 August 13

70. Exhibit 166 Big Spaceeship: Floor Pllan of Work SSpace, 2008
By Team/Projects.
Big Spaceship:
Floor Plan Post-2008
Monday 12 August 13

71. Dismantle the
notion of a
‘digital/interactive
department’
Pillar
Monday 12 August 13

72. 2Dismantle the
notion of a
‘digital/interactive
department’
Pillar
Monday 12 August 13

73. “Digital is not about writing code or building apps. Digital stretches beyond
140-character commentary and gaming. Digital transcends the technology that
powers it, for the technology is just the enabler for establishing a deeper relationship
between our clients and the people they serve. Digital is more than devices,
operating systems, and even the Internet itself. Digital is a part of everything we do
at Ogilvy & Mather – for every brand, for every consumer, across every channel, in
every market.
“We at Ogilvy & Mather have had a rich history with digital, much of which is due
to OgilvyInteractive. But we cannot try to fit the ideas of tomorrow into the boxes
of yesterday. Today, digital is inextricably imbued in all of our work, and so the need
for a stand-alone interactive unit has become obsolete. Digital permeates our entire
organization and is intrinsic to everything we do. It drives our creativity and our
ability to craft consumer experiences that drive business results. To have a discrete
digital agency is contradictory to our strategy – a strategy where digital is core to the
Twin Peaks of Creativity and Effectiveness. Therefore, we are officially retiring
OgilvyInteractive. Digital can no longer be someone else’s responsibility; it must be
all of ours. We ask you to become a part of the future of our organization – a future
where our consumers are already living, where everything we do will inherently be
digital, and where there will be no differentiation between the ideas we create and
the means that power them.”*
*From “Digital@Ogilvy – An Invitation” February 2012.
Monday 12 August 13

74. Monday 12 August 13

75. Team System 2.0?
Monday 12 August 13

76. Monday 12 August 13

77. A simple approach to increasing
digital competence
Source: Goodby, Silverstein & Partners
From two distinct
creative “camps”
Traditional
Art Director
+Traditional
Copywriter
Interactive
Art Director
+Interactive
Copywriter
Forcing change in the frontline.
Monday 12 August 13

78. A simple approach to increasing
digital competence
Source: Goodby, Silverstein & Partners
To a consciously mixed
creative resource
From two distinct
creative “camps”
Traditional
Art Director
+Traditional
Copywriter
Interactive
Art Director
+Interactive
Copywriter
Traditional ADs and CWs
+
Interactive ADs and CWs
Forcing change in the frontline.
Goal? More flexibility in our creative resources
Monday 12 August 13

79. Redefine what
it means to be
‘creative’.
Pillar
Monday 12 August 13

80. 3Redefine what
it means to be
‘creative’.
Pillar
Monday 12 August 13

81. Redefine what it means to be creative
Monday 12 August 13

82. Redefine what it means to be creative
Consider these:
• Is an idea that helps a troubled brand avoid a crises ‘creative?’
• Is developing an active online brand community ‘creative?’
• Is building a utility or game to market a product ‘creative?’
• Is inventing a device to sell more pizza’s ‘creative?’
• Is jumping from the edge of space for an energy drink ‘creative?’
Monday 12 August 13

83. Redefine what it means to be creative
Consider these:
• Is an idea that helps a troubled brand avoid a crises ‘creative?’
• Is developing an active online brand community ‘creative?’
• Is building a utility or game to market a product ‘creative?’
• Is inventing a device to sell more pizza’s ‘creative?’
• Is jumping from the edge of space for an energy drink ‘creative?’
There’s no argument that making an ad is creative.
But so is interaction design, conversation plans, and code.
Monday 12 August 13

84. The case for
A New Creative Manifesto
Monday 12 August 13

85. In our fragmented, multichannel, multi-surface, consumer-controlled
marketing environment of the 21st century, ‘great creative work’ can
be defined as:
A New Creative Manifesto
1 Iconic ideas, beautifully crafted in all types of paid media
- mass, addressable, digital, ambient and alternative
(think TV, Radio, Print, Outdoor, Direct Mail, Online/Mobile advertising)
Monday 12 August 13

86. In our fragmented, multichannel, multi-surface, consumer-controlled
marketing environment of the 21st century, ‘great creative work’ can
be defined as:
A New Creative Manifesto
1 Iconic ideas, beautifully crafted in all types of paid media
- mass, addressable, digital, ambient and alternative
(think TV, Radio, Print, Outdoor, Direct Mail, Online/Mobile advertising)
2 Iconic ideas that result in positive brand exposure/sentiment
in all earned media - from classic to social media
(think editorial coverage on/off line, blogs, online mentions/posts, viral videos, word of mouth)
Monday 12 August 13

87. In our fragmented, multichannel, multi-surface, consumer-controlled
marketing environment of the 21st century, ‘great creative work’ can
be defined as:
A New Creative Manifesto
1 Iconic ideas, beautifully crafted in all types of paid media
- mass, addressable, digital, ambient and alternative
(think TV, Radio, Print, Outdoor, Direct Mail, Online/Mobile advertising)
2 Iconic ideas that result in positive brand exposure/sentiment
in all earned media - from classic to social media
(think editorial coverage on/off line, blogs, online mentions/posts, viral videos, word of mouth)
3 Iconic ideas, beautifully crafted in all owned media -
channels + properties owned by the brand
(think brand websites, YouTube channels, FaceBook Pages, stores, packaging, buildings,
displays, online branded content, utility platforms, applications ...)
Monday 12 August 13

88. A New Creative Manifesto
Campaigns
Communications
Persuasion
One-way
Episodic
Mass media
advertising campaigns,
direct mail campaigns
(think Old Spice)
About
Based on
Mostly
Life Cycle
Examples
The definition of ‘great work’
Monday 12 August 13

89. A New Creative Manifesto
Campaigns Programs
Communications Relationships
Persuasion Perceptions
One-way Two-way
Episodic Iterative
Mass media
advertising campaigns,
direct mail campaigns
(think Old Spice)
Customer loyalty
programs, customer
service programs (think
Best Buy Twelpforce)
About
Based on
Mostly
Life Cycle
Examples
The definition of ‘great work’
Must include campaigns, programs
Monday 12 August 13

90. A New Creative Manifesto
Campaigns Programs Platforms
Communications Relationships Interactions
Persuasion Perceptions Utility
One-way Two-way Three-way or more
Episodic Iterative Enduring
Mass media
advertising campaigns,
direct mail campaigns
(think Old Spice)
Customer loyalty
programs, customer
service programs (think
Best Buy Twelpforce)
Online interfaces and
applications, mobile and
desktop apps (think
Pepsi Refresh Project)
About
Based on
Mostly
Life Cycle
Examples
The definition of ‘great work’
Must include campaigns, programs and platforms.
Monday 12 August 13

91. Build the
agency model:
redefine existing
roles / add new
functions
5 steps
Pillar
Monday 12 August 13

92. 4
Build the
agency model:
redefine existing
roles / add new
functions
5 steps
Pillar
Monday 12 August 13

93. Build the model
Add: ‘Analytics’ as a strategic discipline
Strategic Planning
Analytics and Big DataStrategy
A
Monday 12 August 13

94. Build the model
Redefine media: integrate with strategic disciplines
Strategic Planning
Analytics and Big Data
Media + Channel Planning
B
Strategy
Monday 12 August 13

95. Build the model
Add: new creative discipline ‘experience design’
Strategic Planning
Analytics and Big Data
Media + Channel Planning
C
Strategy
Art Direction/Design
Copywriting
Experience/Interaction
Creative
Monday 12 August 13

96. Build the model
Add: CTO/Technical Director
Strategic Planning
Analytics and Big Data
Media + Channel Planning
D
Strategy
Art Direction/Design
Copywriting
Experience/Interaction
Creative
Technology
Tech
Monday 12 August 13

97. Build the model
Redefine: Client Service / Account ManagementE
Strategic Planning
Analytics and Big Data
Media + Channel Planning
Art Direction/Design
Copywriting
Experience/Interaction
Technology
StrategyCreativeTech
Monday 12 August 13

98. Build the model
Redefine: Client Service / Account ManagementE
StrategicPlanning
AnalyticsandBigData
Media+ChannelPlanning
ArtDirection/Design
Copywriting
Experience/Interaction
Technology
Account Management
Monday 12 August 13

99. Case Study: R/GA Agency Model
Monday 12 August 13

100. Monday 12 August 13

101. Extend the
offering and
maintain creative
leadership
Pillar
Monday 12 August 13

102. 5Extend the
offering and
maintain creative
leadership
Pillar
Monday 12 August 13

103. Extend the offering and
maintain creative leadership
2012
Campaigns (Classic)
Below the Line (Design)
Retail
Experiential
Monday 12 August 13

104. Extend the offering and
maintain creative leadership
2012
Campaigns (Classic)
Below the Line (Design)
Retail
Experiential
Campaigns (Integrated)
Below the Line (Design)
Retail
Experiential
Digital Advertising
Platforms / Applications
Mobile
Social
2013
Monday 12 August 13

105. Matching collars
and cuffs
Pillar
Monday 12 August 13

106. 6Matching collars
and cuffs
Pillar
Monday 12 August 13

107. Matching collars and cuffs
Campaigns (Integrated)
Below the Line (Design)
Retail
Experiential
Digital Advertising
Platforms / Applications
Mobile
Social
Develop client/brand acquisition strategy to match new offering
?
?
?
?
?
Monday 12 August 13

108. Focus on CulturePillar
Monday 12 August 13

109. 7Focus on CulturePillar
Monday 12 August 13

110. Focus on culture
“Culture eats strategy
for breakfast.”
Peter Drucker
Monday 12 August 13

111. Leadership message:
We all serve the work
Pillar
Monday 12 August 13

112. 8Leadership message:
We all serve the work
Pillar
Monday 12 August 13

113. Monday 12 August 13

114. The nitty gritty.
Monday 12 August 13

115. Summary
reinvention.
new focus, new strategy,
new structure, new skills
and even a transformation
in the culture itself.
Monday 12 August 13

116. Monday 12 August 13

117. 2013 2014
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Planning:
• Set measurable goals
• Assign management team to drive change
Organizing:
• Assign tasks / owners
Controlling
• Set regular reviews / feedback on progress
Leading
• Set vision / motivation for change / agency updates
Monday 12 August 13

118. 2013 2014
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Planning:
• Set measurable goals
• Assign management team to drive change
Organizing:
• Assign tasks / owners
Controlling
• Set regular reviews / feedback on progress
Leading
• Set vision / motivation for change / agency updates
Early wins (next 6th months)
• Better work, faster
• Tight management team (pack)
• Dissolve process (more
consideration for the new)
• Announce strategy: top/down
and down/top buy-in
• Behaviour shift (ownership,
agility, inspiration)
• Start new client wins
• PR
• Natural attrition (old leaving)
Monday 12 August 13

119. 2013 2014
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Planning:
• Set measurable goals
• Assign management team to drive change
Organizing:
• Assign tasks / owners
Controlling
• Set regular reviews / feedback on progress
Leading
• Set vision / motivation for change / agency updates
Early wins (next 6th months)
• Better work, faster
• Tight management team (pack)
• Dissolve process (more
consideration for the new)
• Announce strategy: top/down
and down/top buy-in
• Behaviour shift (ownership,
agility, inspiration)
• Start new client wins
• PR
• Natural attrition (old leaving)
Medium term (12-18 months)
• Attract the right talent
• Award wins in extended categories
• Giant leap in the work produced
• New client matching offering
Monday 12 August 13

120. 2013 2014
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Planning:
• Set measurable goals
• Assign management team to drive change
Organizing:
• Assign tasks / owners
Controlling
• Set regular reviews / feedback on progress
Leading
• Set vision / motivation for change / agency updates
Early wins (next 6th months)
• Better work, faster
• Tight management team (pack)
• Dissolve process (more
consideration for the new)
• Announce strategy: top/down
and down/top buy-in
• Behaviour shift (ownership,
agility, inspiration)
• Start new client wins
• PR
• Natural attrition (old leaving)
Medium term (12-18 months)
• Attract the right talent
• Award wins in extended categories
• Giant leap in the work produced
• New client matching offering
Results
• Consumers love the brands
• Clients love the work
• Our team love their jobs
• We love the trophies
Monday 12 August 13

121. Let’s start immediately ...
Monday 12 August 13

122. Let’s start immediately ...
1 Update briefing formats
2 Revise brief reviews / Team allocation
3 Launch ‘Team System 2.0’
Monday 12 August 13

123. What if ... we were organised this way?
(case studies)
Monday 12 August 13

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143. Thanks. :)
Monday 12 August 13