Business case: People First

Delmy Alvarenga
Delmy AlvarengaBrand & Business Strategist

4am Saatchi & Saatchi, a privately held company, operates under Saatchi & Saatchi proven agency model. However, the 41-year-old company has experienced lots changes over the years, ranging from media buying to creative performance to digital business transformation. Although these strategies have proven successful, the need and hungriness to evolve continues. Change is not easily welcomed and most people don’t understand why change is needed. Before developing any strategy, I established the level of resistance and cynicism the company would face towards strategy implementation. Is the ground fertile for the change? Who are the primary stakeholders that will help us or block our way? How many roadblocks will we find and how will we overcome them?

This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
People First
4am Saatchi & Saatchi | Business Strategy Development | 2016-2017
The advertising industry is in flux. In Guatemala, competition and substitutes
are rising rapidly, commoditizing the creative and production landscape.
Big companies work with global networks while mid-to-small businesses
don’t have large budgets to invest in strategic development, creative and media.
4am Saatchi & Saatchi is a privately held company in Guatemala, operates under
Saatchi & Saatchi proven agency model. However, the 41-year-old company has
suffered a lot of transformations during the years. These changes responded
to the fluctiating market needs and strategies fluxed from media buying (2000)
to creative performance (2011) to digital business disruption (2013). Although
these strategies are successful, none of them prove long-term sustainability.
Now the agency faces brutal disruption because of emerging internet
technologies, performance-based fees and ever growing skeptical firms that
see advertising as an expense and treat agencies a “another” switchable service
provider not prepared for the 21st century challenges of digital marketing,
e-commerce, Big Data and Artificial Intelligence.
This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
COMPETITIVE LANDSCAPE
The creative industry has faced many transformations along history.
Media transformations and technological developments disrupt the industry
every once in a while. However since the dot.com boom, the advertising industry
has taken turns in faster ways than ever before. Creative humans are not enough.
Machine intelligence and interconnectedness are redefining and reshaping the
face of what the creative industry looks like.
Although we don’t find any scholar document that exhibits the creative
industry evolution in Guatemala, it is visibile that local agencies are aligning
to big agencies and network processes and workstyles.
For example, Publicis has changed from a muti-agency offer, to a connecting
needs company as stated in their “Power of One” focus, where they don’t see
themselves as a service company but as a solutions company, integrating their
multiple agencies and subdivisions into clients and consumer needs.
Shackleton added current technological trends to their value proposition,
integrating big data through Shackleton Datalytics, using data to generate
value for their clients.
DDB, another key player in Guatemala, has also made big adjustments to their
worksylte, blurring the lines between business units by integrating digital along
their creative offer.
EXHIBIT 1. COMPETITIVE LANDSCAPE
Focal
Firm
Performance
Metrics
Capabilities Objectives/Values Strategy
DDB
Agency of the Year

Effies Awards

2017.
Research, Strategic,
Creative, and digital
development.
Create products,
services and
experiences across all
touchpoints.
Integrate data, business
intelligence, insights,
research, innovation and
creativity
BBDO
Agency of the Year

Effies Awards

2015.
Strategic, Creative
develpment.
UNKNOWN
The work, the work, 

the work.
Ogilvy
Most effective agency
Effies Awards 2016.
Research, Strategic,
Creative, and digital
development.
UNKNOWN UNKNOWN
This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
STRATEGIC ROADMAP
In a world of accelerated change, strategy cannot be formulated by top
management alone. So, in order to accelerate and involve key players,
I conducted the strategic development along 4 main areas:
A. Internal Stakeholders Assesment.
B. Strategic Formulation.
C. Strategic Analysis.
D. Strategic Implementation.
A. Internal Stakeholders Assesment.
Change is not welcomed easily and most people don’t understand why we
need to change. So, before developing any strategy, I needed to establish the
level of resistance and cynicism the company would face towards strategy
implementation. Is the ground fertile for change? How many roadblocks
will we find and what is their nature? Who are the primary stakeholders that
will help us or block our way?
To answer these questions, I developed an online anonymous survey where
agency employees could select their level of identification with the statements
presented. I conducted in-depth interviews with Business Unit Directors
and High-Performance Personeel to identify major pains and gains.
The hypothesis tested positive: Levels of cynisms among employees is high.
Old employees have grown skeptical to transformation strategies. Since the
agency had been through lots of unexplained changes in structure, unexplained
lay-offs, fear and uncertainty has taken place over employees spirit. Most
employees don’t feel they can grow leading younger employees to “use”
the agency as a training room and leave for bigger agencies within a year.
This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
EXHIBIT 2. GLOBAL RESULTS: INTERNAL STAKEHOLDER’S ASSESMENT

EXHIBIT 3. SYNTHESIS OF FINDINGS

This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
B. Strategic Formulation Stakeholders Assesment.
Working in a creative industry, I had to understand that the main capital is
human and understanding the central-american culture and background, forcing
a strategy on them would not be the right approach.
After the Human Experience Assessment, I conducted weekly Design Thinking
sessions first with the CEO and then integrating A-team players and outside
advisors. The main goals for this Design Thinking sessions were:
1. Avoid tunnel vision.
2. Open space for candid conversation
3. Empower people to own the solutions.
Among the solutions people found was the need for integration. Teams
recognized they were working in silos, processes were unclear and there was
duplication of labour. Teams found that there were misunderstandings about
common industry terms and confussion about the kind of services and the quality
level it was expected from clients. Using storytelling and visual representations
in the War Room helped everybody understand what the main goal was and
the direction the company is heading.
EXHIBIT 4. DESIGN THINKING SESSIONS WITH CEO AND KEY STAKEHOLDERS


STRUCTURE REVISION 	 	 	 VALUE PROPOSITION BRAINSTORMING



DATA ANALYSIS INTEGRATION 	 	 	 OPEN DATA PROJECT WORKFLOW
This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com


DIGITAL TRANSFORMATION REFRAMING 	 	 	 DIGITAL MEDIA MAPPING



DIGITAL = CX = UX 	 	 	 SILOS REAKDOWN



PROCESS DESIGN 	 	 	 INTEGRATED COMMUNICATIONS SCENARIOS 



INSIGHTS BUSINESS UNIT DEFINITION 	 	 	 COMMUNITY MANAGER CAREER RE-DESIGN
This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
EXHIBIT 5. BUSINESS STRATEGY DEFINITION



The Business Strategy was then translated to a Capabilities Framework
establishing 4 main capabilities to develop:
1. Disruptive Insights: build an Insights Unit whose the main focus is to gather
data and analytics for strategy development.
2. Thought Leadership: leverage the creative team into strategic thinking.
3. Thriving Implementation: integrate digital knowledge into the production
workflow to consolidate teams and facilitate economies of scale.
4. Sustainable Initiatives: leverage clients data to offer innovative products and
services beyond advertising and media buying. Become a consultant agency.
This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
EXHIBIT 6. CAPABILITIES-DRIVEN STRATEGY
NEED
the client
needs:
DISRUPTIVE
INSIGHTS
THOUGHT
LEADERSHIP
SUSTAINABLE
INITIATIVES
THRIVING
IMPLEMENTATION
PURPOSE
we exist to
understand reality in ways
no one has done it before.
inspire and lead teams into
innovative, actionable
ideas.
create sustainable
entrepreneurial solutions.
implement ideas
outstandingly.
DESCRIPTION
what do we do?
• prepare for and conduct
field/desk research.
• collect stories and
inspiration from people.
• analyze existing data the
client, the agency or the
media department has.
• move from concrete to
abstract thinking to identify
themes and opportunities.
• translate what you’ve
learned
from people into
frameworks, opportunities,
solutions, and prototypes.
• produce ventures/business
solutions through rapid
revenue and cost modeling,
capability assessment, and
implementation planning.
• produce agency solutions
though experience
journeys, sensorial impact,
and contextual media
planning.
GOALS
what do we
achieve?
• define who to talk to.
• gain empathy.
• capture stories.
• make sense of data.
• identify patterns.
• define opportunities.
• create solutions.
• identify required
capabilities.
• create models for
sustainability.
• develop innovation
pipelines.
• pilot plans.
• measure impact.
• move ideas toward
implementation.
OUTCOME
what do we
deliver?
• peoples’ stories.
• observations of reality.
• understanding of needs,
barriers and constraints.
• opportunities.
• solutions.
• strategies
• prototypes.
• feasibility assesment.
• viability assesment.
• innovation pipeline.
• implementation plan.
• learning plan.
PROCESSES
how do we
work?
discover
• identify a human, brand,
business, industry
challenge.
• research plan, schedule.
• recognize existing
knowledge.
• identify people to speak
with.
• choose research methods:
- individual interview.
- group interview.
- context immersion.
- self-documentation.
- comunity-driven discovery.
- expert interviews.
- new-places inspiration.
• interview approach.
• mindset developing:
- observation.
- interpretation.
- trend mapping.
ideate
• approach development:
- co-creation workshop.
- empathic workshop.
- tribe thinking workshop.
- parallel thinking workshop.
- lovemarks.
• share stories.
• identify patterns:
- key insights extraction.
- themes finding.
- p.o.i.n.t. technique
(problems, obstacles,
insights, needs, themes)
• create areas of opportunity.
• brainstorm new solutions.
• concept development.
• prototyping.
• gather feeback.
prototype
• develop sustainable
revenue models.
• identify capabilities required
for delivering solutions.
• plan a pipeline of solutions.
• create an implementation
timeline.
• plan mini-pilots & iteration.
• learning plan:
- indicators tracking.
- outcomes evaluation.
develop
• strategic debrief sessions.
• creative process and
techniques
(TO BE DEFINED BY
CREATIVE, ACCOUNTS &
MEDIA TEAM)
PEOPLE
what are the
skills needed to
do the job?
• intuition.
• curiosity.
• intelligence.
• cleverness.
• insight.
• storytelling.
• cross-pollination.
• inventiveness.
• entrepreneurship.
• creativity.
• mastery.
• creativity.
• talent.
This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
SYSTEMS/
TECH
what systems/
tech are
needed to do
the job?
• research methods:
- traditional.
- online: listening, social.
- experimental.
- desk.
• recruitment
• software licensing
• cloud storage.
• reports licensing:
- saatchiconnect:
euromonitor.
• equipment:
- video recorder.
- audio recorder.
• legal
- release forms.
• methodologies:
- xploring.
- ethnography.
• frameworks:
- human-centered design.
- consumer pathways.
- empathy map.
• methodologies:
- environmental analysis.
- competitors landscape.
- firm capabilities.
- actos map/stakeholders.
- brand analysis.
• trends:
- trends radar.
- trends canvas.
- blending trends.
- industry re-application.
- global brain.
• strategic frameworks:
- eat big fish.
- blue ocean strategy.
- business springboard.
- diagnostic check-up.
- value activation plan.
- brand springboard.
- influence dashboard.
- 6 thinking hats.
- archetypes.
- oiic.
• tools & methodologies:
- human-centered design.
- business model canvas.
- capablities assesment.
- finance modeling
- lovemarks.
- venn diagrams.
- process maps.
- relational maps.
- mini-pilot worksheet.
• concept dev. tools:
- oiic.
- creative brief.
- creative prototyping.
- influence brief.
- brand architecture.
• tools & methods.
- btl
- digital
- media
- planning
- creative
ALINGMENT &
SUSTAINABILI
TY
how do we
make it work
efficiently for
the long run?
• develop research unit:
- field research.
- experimental.
- online listening.
- social insights.
• centralize knowledge base:
- desk research reports.
- media analytics reports.
• licensed software:
- media usage and habits.
- EGM.
- online listening.
• subscribe to leader
research agencies reports
and whitepapers:
- research agencies
(nielsen,
comscore, gallup,
mckinsey)
- technology (mit tech
review,
wired, steelcase,
accenture)
• centralize cuali/cuanti
research providers list.
• ally with traditional research
companies.
• bundle research design,
strategic offers.
• map and profile current
agency clients’ consumers
to identify business
opportunities.
• translate global studies into
local studies.
- women
- students
- gen z
• learn to apply
methodologies.
• access to canvas
templates.
• measure strategic impact.
• gather feedback among
teams.
• align internal teams around
client/communications
needs/strategy.
• create synergy among
business units:
- agency: creative,
production.
- media: trad/digital.
- experience: btl/digital.
- technology.
- route to market.
• develop leadership:
senior cross-unit coaching
sessions.
• develop talent:
- accounts: from orders to
planning.
- media: from atl to digital.
- creative: from campaigns
to ideas.
- design: from print to ux.
• develop creative culture.
• define success mark-ups.
- involvement. team work
- creativitiy. innovation.
- agility. responsiveness.
- satisfaction.
NEED
the client
needs:
DISRUPTIVE
INSIGHTS
THOUGHT
LEADERSHIP
SUSTAINABLE
INITIATIVES
THRIVING
IMPLEMENTATION
PURPOSE
we exist to
understand reality in ways
no one has done it before.
inspire and lead teams into
innovative, actionable
ideas.
create sustainable
entrepreneurial solutions.
implement ideas
outstandingly.
This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
EXHIBIT 7. BUSINESS UNITS

This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
C. Strategy Analysis
The strategic framework was presented to the C-level, Non-Chair Board
Members and Board Members to assess the feasibility of the strategy, from
the operations and financial point of view.
On a Director’s level, a Business Case Presentation was made to all Regional
Directors and Business Unit Directors to present the strategic focus and in
a joint effor, analyse the strategy feasibility and gather consensus about points
of action, executional roadmap, timeframes and distribution of labour.
EXHIBIT 8. BUSINESS UNITS GOALS DEFINITION

EXHIBIT 9. SWOT ANALYSIS

This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
D. Strategy Implementation
Four strategic pillars for implementation were developed, considering:
• Responsibility: People assessments and Business Units re-definition.
• Learning: Academy program to enable knowledge.
• Recognition: Human Resources and Rewards System Design.
• Joy: Team management and work process leadership.
EXHIBIT 10. FOUR IMPLEMENTATION PILLARS 

Responsibility & Joy Tactics
• Director’s Problem Solving. Monthly meetings to strategy revision,
problem identification and tactical formulation.
• Team assessments to discover A-team players and Champions.
• Cloud Workflow: re-evaluation of physical space, technology and
internal systems, from accounting to cloud servers in order to lean up
all processes.
Learning Tactics
• P2P Academy: leverage knowledge by empowering people to share
knowledge in a peer-to-peer academy.
• Internal HR campaign: ignite all agency through internal campaings
to leverage morale and teamwork alonn all internal stakeholders.
Recognition Tactics
• HR inclusion to develop an integrated system, including career
paths and reward systems.
• Job descriptions to align skills aligned to the long-term mission
of the company.
This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
EXHIBIT 11. TALENT POOLS IDENTIFICATION 

EXHIBIT 12. ORGANIZATIONAL CHART

This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
EXHIBIT 13. AGENCY WORKFLOW

EXHIBIT 14. WORK PIPELINE: INTEGRATED COMMUNICATIONS



This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
EXHIBIT 15. OPEN DATA PROJECT TACTICAL DEVELOPMENT



This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
EXHIBIT 16. CAREER DESCRIPTIONS REVISION
This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
EXHIBIT 17. 4AM ACADEMY
This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
EXHIBIT 18. INSIGHTS NEWSLETTERS



This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
Branding Process
After all the business strategy development, we needed to brand our value
proposition and make it accesible for our clients. After all, we are transforming
the way we work, from the inside to the outside.
I crafted the branding brief to all 4am Saatchi & Saatchi creative agencies
in Central America to develop the visual identity for our new workstyle and
methods.
EXHIBIT 18. COMMUNICATIONS BRIEFING

This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored
in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or
otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com
EXHIBIT 19. CREATIVE DEVELOPMENT


Recommended

What Successful Business Owners Outsource to Virtual Assistants? by
What Successful Business Owners Outsource to Virtual Assistants?What Successful Business Owners Outsource to Virtual Assistants?
What Successful Business Owners Outsource to Virtual Assistants?Blueprint Business Solutions Corp
28 views11 slides
Live the transformation you want to be_final v by
Live the transformation you want to be_final vLive the transformation you want to be_final v
Live the transformation you want to be_final vAndrew Gregoris
211 views5 slides
ANI | Webinar | Why great leaders must unlearn to succeed today | Barry O'Rel... by
ANI | Webinar | Why great leaders must unlearn to succeed today | Barry O'Rel...ANI | Webinar | Why great leaders must unlearn to succeed today | Barry O'Rel...
ANI | Webinar | Why great leaders must unlearn to succeed today | Barry O'Rel...AgileNetwork
138 views20 slides
From Agile to Hyperagile - the Destination and the Journey by
From Agile to Hyperagile - the Destination and the JourneyFrom Agile to Hyperagile - the Destination and the Journey
From Agile to Hyperagile - the Destination and the JourneyBrandon Fargis, PMP, SAFe SPC, CSM, ITIL
410 views8 slides
Product Management in London - A Recruiters view... by
Product Management in London - A Recruiters view...Product Management in London - A Recruiters view...
Product Management in London - A Recruiters view...Will Boulton
161 views4 slides
Transform Magazine #2 by
Transform Magazine #2Transform Magazine #2
Transform Magazine #2CXO Transform
1.6K views16 slides

More Related Content

What's hot

Human Capital Force by
Human Capital ForceHuman Capital Force
Human Capital ForceSeanHart1766
306 views9 slides
Kravchuk consulting presentation qr 2020 by
Kravchuk consulting presentation qr 2020Kravchuk consulting presentation qr 2020
Kravchuk consulting presentation qr 2020Anna Kravchuk
148 views29 slides
Kravchuk consulting presentation by
Kravchuk consulting presentationKravchuk consulting presentation
Kravchuk consulting presentationAnna Kravchuk
125 views29 slides
The SoDA Report On... The State of Agency Project Management by
The SoDA Report On... The State of Agency Project ManagementThe SoDA Report On... The State of Agency Project Management
The SoDA Report On... The State of Agency Project ManagementSociety of Digital Agencies
7.6K views29 slides
2015 Seattle Conference by
2015 Seattle Conference2015 Seattle Conference
2015 Seattle ConferenceScott Reynolds
199 views12 slides
Digital Revolution - Digital World with Digital Economy - By Anurag Johari by
Digital Revolution - Digital World with Digital Economy - By Anurag JohariDigital Revolution - Digital World with Digital Economy - By Anurag Johari
Digital Revolution - Digital World with Digital Economy - By Anurag JohariAnurag Johari
405 views49 slides

What's hot(19)

Kravchuk consulting presentation qr 2020 by Anna Kravchuk
Kravchuk consulting presentation qr 2020Kravchuk consulting presentation qr 2020
Kravchuk consulting presentation qr 2020
Anna Kravchuk148 views
Kravchuk consulting presentation by Anna Kravchuk
Kravchuk consulting presentationKravchuk consulting presentation
Kravchuk consulting presentation
Anna Kravchuk125 views
Digital Revolution - Digital World with Digital Economy - By Anurag Johari by Anurag Johari
Digital Revolution - Digital World with Digital Economy - By Anurag JohariDigital Revolution - Digital World with Digital Economy - By Anurag Johari
Digital Revolution - Digital World with Digital Economy - By Anurag Johari
Anurag Johari405 views
Startup Engagement : Best Practices for Large Organizations by Mohsen Mokhtari
Startup Engagement : Best Practices for Large OrganizationsStartup Engagement : Best Practices for Large Organizations
Startup Engagement : Best Practices for Large Organizations
Mohsen Mokhtari461 views
Succeed or Fail on Purpose by Firm Thinking
Succeed or Fail on PurposeSucceed or Fail on Purpose
Succeed or Fail on Purpose
Firm Thinking406 views
Talent Attraction Report by Jon Hansen
Talent Attraction ReportTalent Attraction Report
Talent Attraction Report
Jon Hansen206 views
Directions_Materiality - Breaking out of the straitjacket by Samuel Griffin-Flynn
Directions_Materiality - Breaking out of the straitjacketDirections_Materiality - Breaking out of the straitjacket
Directions_Materiality - Breaking out of the straitjacket
Business Model Transformation by Jeffrey Tobias
Business Model Transformation  Business Model Transformation
Business Model Transformation
Jeffrey Tobias2.5K views
Marketing IT to the Business Strategic Insights Report by patmisasi
Marketing IT to the Business Strategic Insights ReportMarketing IT to the Business Strategic Insights Report
Marketing IT to the Business Strategic Insights Report
patmisasi471 views
Digital Business Transformation by Marwan Mousfi
Digital Business TransformationDigital Business Transformation
Digital Business Transformation
Marwan Mousfi126 views

Similar to Business case: People First

How To Lead Digital Transformations by
How To Lead Digital Transformations How To Lead Digital Transformations
How To Lead Digital Transformations Faisal Hoque
3K views44 slides
Step up to the digital skills challenge by
Step up to the digital skills challengeStep up to the digital skills challenge
Step up to the digital skills challengeThe ADBL
228 views13 slides
Step up to the digital skills challenge by
Step up to the digital skills challengeStep up to the digital skills challenge
Step up to the digital skills challengeTim Flagg
380 views13 slides
Data-Driven Talent Attraction & Engagement by
Data-Driven Talent Attraction & EngagementData-Driven Talent Attraction & Engagement
Data-Driven Talent Attraction & EngagementHuman Capital Media
1.7K views39 slides
Pragmatic Marketer Spring 2016 by
Pragmatic Marketer Spring 2016Pragmatic Marketer Spring 2016
Pragmatic Marketer Spring 2016Pragmatic Marketing
3.5K views40 slides
0471251240 by
04712512400471251240
0471251240Rahul Mahajan
347 views14 slides

Similar to Business case: People First(20)

How To Lead Digital Transformations by Faisal Hoque
How To Lead Digital Transformations How To Lead Digital Transformations
How To Lead Digital Transformations
Faisal Hoque3K views
Step up to the digital skills challenge by The ADBL
Step up to the digital skills challengeStep up to the digital skills challenge
Step up to the digital skills challenge
The ADBL228 views
Step up to the digital skills challenge by Tim Flagg
Step up to the digital skills challengeStep up to the digital skills challenge
Step up to the digital skills challenge
Tim Flagg380 views
Social Recruiting Asia 2015_email by Rishita Desai
Social Recruiting Asia 2015_emailSocial Recruiting Asia 2015_email
Social Recruiting Asia 2015_email
Rishita Desai833 views
Social Business - the social journey v. Boris Reinholth Nyland, ProActive by Kim Gregersen
Social Business - the social journey v. Boris Reinholth Nyland, ProActiveSocial Business - the social journey v. Boris Reinholth Nyland, ProActive
Social Business - the social journey v. Boris Reinholth Nyland, ProActive
Kim Gregersen682 views
Digital innovation leadership: How to master digital transformation in the fa... by Jesper Nordström
Digital innovation leadership: How to master digital transformation in the fa...Digital innovation leadership: How to master digital transformation in the fa...
Digital innovation leadership: How to master digital transformation in the fa...
Jesper Nordström327 views
Digital innovation leadership: How to master digital transformation in the fa... by 3gamma
Digital innovation leadership: How to master digital transformation in the fa...Digital innovation leadership: How to master digital transformation in the fa...
Digital innovation leadership: How to master digital transformation in the fa...
3gamma362 views
Context of digital transformation. econsultancy webinar by Irene Ventayol
Context of digital transformation. econsultancy webinarContext of digital transformation. econsultancy webinar
Context of digital transformation. econsultancy webinar
Irene Ventayol4.6K views
iabsg_dataroundtable by Peter Hubert
iabsg_dataroundtableiabsg_dataroundtable
iabsg_dataroundtable
Peter Hubert268 views
Talent Mobility: Building Human Connections Beyond the Candidate Lifecycle by SmashFly Technologies
Talent Mobility: Building Human Connections Beyond the Candidate LifecycleTalent Mobility: Building Human Connections Beyond the Candidate Lifecycle
Talent Mobility: Building Human Connections Beyond the Candidate Lifecycle
Six Essentials for Innovating in Channel Sales & Marketing by Allbound, Inc.
Six Essentials for Innovating in Channel Sales & MarketingSix Essentials for Innovating in Channel Sales & Marketing
Six Essentials for Innovating in Channel Sales & Marketing
Allbound, Inc.2.6K views
Leading telco taps into digital opportunities through capgemini research and ... by Capgemini
Leading telco taps into digital opportunities through capgemini research and ...Leading telco taps into digital opportunities through capgemini research and ...
Leading telco taps into digital opportunities through capgemini research and ...
Capgemini1.4K views
People — Not Just Machines — Will Power Digital Innovation by Cognizant
People — Not Just Machines — Will Power Digital InnovationPeople — Not Just Machines — Will Power Digital Innovation
People — Not Just Machines — Will Power Digital Innovation
Cognizant588 views
How to shape the Procurement Workforce of the Future by Ferhat Uensal
How to shape the Procurement Workforce of the FutureHow to shape the Procurement Workforce of the Future
How to shape the Procurement Workforce of the Future
Ferhat Uensal717 views

More from Delmy Alvarenga

Neuromarkting y Branding Emocional by
Neuromarkting y Branding EmocionalNeuromarkting y Branding Emocional
Neuromarkting y Branding EmocionalDelmy Alvarenga
11 views60 slides
El Arte de Comunicarse: Insights by
El Arte de Comunicarse: InsightsEl Arte de Comunicarse: Insights
El Arte de Comunicarse: InsightsDelmy Alvarenga
46 views29 slides
El Arte de Comunicarse: Grupos Objetivos by
El Arte de Comunicarse: Grupos ObjetivosEl Arte de Comunicarse: Grupos Objetivos
El Arte de Comunicarse: Grupos ObjetivosDelmy Alvarenga
47 views25 slides
El Arte de Comunicarse Efectivamente by
El Arte de Comunicarse EfectivamenteEl Arte de Comunicarse Efectivamente
El Arte de Comunicarse EfectivamenteDelmy Alvarenga
124 views62 slides
Análisis de Fuerzas by
Análisis de FuerzasAnálisis de Fuerzas
Análisis de FuerzasDelmy Alvarenga
84 views12 slides
Strategy formulation & implementation by
Strategy formulation & implementationStrategy formulation & implementation
Strategy formulation & implementationDelmy Alvarenga
656 views12 slides

More from Delmy Alvarenga(20)

El Arte de Comunicarse: Grupos Objetivos by Delmy Alvarenga
El Arte de Comunicarse: Grupos ObjetivosEl Arte de Comunicarse: Grupos Objetivos
El Arte de Comunicarse: Grupos Objetivos
Delmy Alvarenga47 views
El Arte de Comunicarse Efectivamente by Delmy Alvarenga
El Arte de Comunicarse EfectivamenteEl Arte de Comunicarse Efectivamente
El Arte de Comunicarse Efectivamente
Delmy Alvarenga124 views
Strategy formulation & implementation by Delmy Alvarenga
Strategy formulation & implementationStrategy formulation & implementation
Strategy formulation & implementation
Delmy Alvarenga656 views
Direct Selling [Classroom Presentation] by Delmy Alvarenga
Direct Selling [Classroom Presentation]Direct Selling [Classroom Presentation]
Direct Selling [Classroom Presentation]
Delmy Alvarenga443 views
Tigo Business Content Proposal by Delmy Alvarenga
Tigo Business Content ProposalTigo Business Content Proposal
Tigo Business Content Proposal
Delmy Alvarenga1.3K views

Recently uploaded

See the new MTN tariffs effected November 28, 2023 by
See the new MTN tariffs effected November 28, 2023See the new MTN tariffs effected November 28, 2023
See the new MTN tariffs effected November 28, 2023Kweku Zurek
29.4K views2 slides
Top 10 IT Tasks Small Businesses Can Entrust to Offshore Professionals by
Top 10 IT Tasks Small Businesses Can Entrust to Offshore ProfessionalsTop 10 IT Tasks Small Businesses Can Entrust to Offshore Professionals
Top 10 IT Tasks Small Businesses Can Entrust to Offshore Professionalsaltafhsayyednimetler
18 views14 slides
Bloomerang_Forecasting Your Fundraising Revenue 2024.pptx.pdf by
Bloomerang_Forecasting Your Fundraising Revenue 2024.pptx.pdfBloomerang_Forecasting Your Fundraising Revenue 2024.pptx.pdf
Bloomerang_Forecasting Your Fundraising Revenue 2024.pptx.pdfBloomerang
112 views32 slides
Accel_Series_2023Autumn_En.pptx by
Accel_Series_2023Autumn_En.pptxAccel_Series_2023Autumn_En.pptx
Accel_Series_2023Autumn_En.pptxNTTDATA INTRAMART
117 views75 slides
Assignment 4: Reporting to Management.pptx by
Assignment 4: Reporting to Management.pptxAssignment 4: Reporting to Management.pptx
Assignment 4: Reporting to Management.pptxBethanyAline
17 views20 slides
Effective Supervisory Skill by
Effective Supervisory SkillEffective Supervisory Skill
Effective Supervisory SkillSeta Wicaksana
14 views26 slides

Recently uploaded(20)

See the new MTN tariffs effected November 28, 2023 by Kweku Zurek
See the new MTN tariffs effected November 28, 2023See the new MTN tariffs effected November 28, 2023
See the new MTN tariffs effected November 28, 2023
Kweku Zurek29.4K views
Top 10 IT Tasks Small Businesses Can Entrust to Offshore Professionals by altafhsayyednimetler
Top 10 IT Tasks Small Businesses Can Entrust to Offshore ProfessionalsTop 10 IT Tasks Small Businesses Can Entrust to Offshore Professionals
Top 10 IT Tasks Small Businesses Can Entrust to Offshore Professionals
Bloomerang_Forecasting Your Fundraising Revenue 2024.pptx.pdf by Bloomerang
Bloomerang_Forecasting Your Fundraising Revenue 2024.pptx.pdfBloomerang_Forecasting Your Fundraising Revenue 2024.pptx.pdf
Bloomerang_Forecasting Your Fundraising Revenue 2024.pptx.pdf
Bloomerang112 views
Assignment 4: Reporting to Management.pptx by BethanyAline
Assignment 4: Reporting to Management.pptxAssignment 4: Reporting to Management.pptx
Assignment 4: Reporting to Management.pptx
BethanyAline17 views
Monthly Social Media Update November 2023 copy.pptx by Andy Lambert
Monthly Social Media Update November 2023 copy.pptxMonthly Social Media Update November 2023 copy.pptx
Monthly Social Media Update November 2023 copy.pptx
Andy Lambert16 views
2023 Photo Contest.pptx by culhama
2023 Photo Contest.pptx2023 Photo Contest.pptx
2023 Photo Contest.pptx
culhama27 views
Coomes Consulting Business Profile by Chris Coomes
Coomes Consulting Business ProfileCoomes Consulting Business Profile
Coomes Consulting Business Profile
Chris Coomes46 views
The Talent Management Navigator Performance Management by Seta Wicaksana
The Talent Management Navigator Performance ManagementThe Talent Management Navigator Performance Management
The Talent Management Navigator Performance Management
Seta Wicaksana21 views
davood_keshavarz_david_keshavarz_criminal_conviction_prison_sentence_judgemen... by morshedislam3
davood_keshavarz_david_keshavarz_criminal_conviction_prison_sentence_judgemen...davood_keshavarz_david_keshavarz_criminal_conviction_prison_sentence_judgemen...
davood_keshavarz_david_keshavarz_criminal_conviction_prison_sentence_judgemen...
morshedislam312 views
Bloomerang Thank Yous Dec 2023.pdf by Bloomerang
Bloomerang Thank Yous Dec 2023.pdfBloomerang Thank Yous Dec 2023.pdf
Bloomerang Thank Yous Dec 2023.pdf
Bloomerang93 views
PMU Launch - Guaranteed Slides by pmulaunch
PMU Launch - Guaranteed SlidesPMU Launch - Guaranteed Slides
PMU Launch - Guaranteed Slides
pmulaunch16 views
The Truth About Customer Journey Mapping by Aggregage
The Truth About Customer Journey MappingThe Truth About Customer Journey Mapping
The Truth About Customer Journey Mapping
Aggregage60 views

Business case: People First

  • 1. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com People First 4am Saatchi & Saatchi | Business Strategy Development | 2016-2017 The advertising industry is in flux. In Guatemala, competition and substitutes are rising rapidly, commoditizing the creative and production landscape. Big companies work with global networks while mid-to-small businesses don’t have large budgets to invest in strategic development, creative and media. 4am Saatchi & Saatchi is a privately held company in Guatemala, operates under Saatchi & Saatchi proven agency model. However, the 41-year-old company has suffered a lot of transformations during the years. These changes responded to the fluctiating market needs and strategies fluxed from media buying (2000) to creative performance (2011) to digital business disruption (2013). Although these strategies are successful, none of them prove long-term sustainability. Now the agency faces brutal disruption because of emerging internet technologies, performance-based fees and ever growing skeptical firms that see advertising as an expense and treat agencies a “another” switchable service provider not prepared for the 21st century challenges of digital marketing, e-commerce, Big Data and Artificial Intelligence.
  • 2. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com COMPETITIVE LANDSCAPE The creative industry has faced many transformations along history. Media transformations and technological developments disrupt the industry every once in a while. However since the dot.com boom, the advertising industry has taken turns in faster ways than ever before. Creative humans are not enough. Machine intelligence and interconnectedness are redefining and reshaping the face of what the creative industry looks like. Although we don’t find any scholar document that exhibits the creative industry evolution in Guatemala, it is visibile that local agencies are aligning to big agencies and network processes and workstyles. For example, Publicis has changed from a muti-agency offer, to a connecting needs company as stated in their “Power of One” focus, where they don’t see themselves as a service company but as a solutions company, integrating their multiple agencies and subdivisions into clients and consumer needs. Shackleton added current technological trends to their value proposition, integrating big data through Shackleton Datalytics, using data to generate value for their clients. DDB, another key player in Guatemala, has also made big adjustments to their worksylte, blurring the lines between business units by integrating digital along their creative offer. EXHIBIT 1. COMPETITIVE LANDSCAPE Focal Firm Performance Metrics Capabilities Objectives/Values Strategy DDB Agency of the Year Effies Awards 2017. Research, Strategic, Creative, and digital development. Create products, services and experiences across all touchpoints. Integrate data, business intelligence, insights, research, innovation and creativity BBDO Agency of the Year Effies Awards 2015. Strategic, Creative develpment. UNKNOWN The work, the work, the work. Ogilvy Most effective agency Effies Awards 2016. Research, Strategic, Creative, and digital development. UNKNOWN UNKNOWN
  • 3. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com STRATEGIC ROADMAP In a world of accelerated change, strategy cannot be formulated by top management alone. So, in order to accelerate and involve key players, I conducted the strategic development along 4 main areas: A. Internal Stakeholders Assesment. B. Strategic Formulation. C. Strategic Analysis. D. Strategic Implementation. A. Internal Stakeholders Assesment. Change is not welcomed easily and most people don’t understand why we need to change. So, before developing any strategy, I needed to establish the level of resistance and cynicism the company would face towards strategy implementation. Is the ground fertile for change? How many roadblocks will we find and what is their nature? Who are the primary stakeholders that will help us or block our way? To answer these questions, I developed an online anonymous survey where agency employees could select their level of identification with the statements presented. I conducted in-depth interviews with Business Unit Directors and High-Performance Personeel to identify major pains and gains. The hypothesis tested positive: Levels of cynisms among employees is high. Old employees have grown skeptical to transformation strategies. Since the agency had been through lots of unexplained changes in structure, unexplained lay-offs, fear and uncertainty has taken place over employees spirit. Most employees don’t feel they can grow leading younger employees to “use” the agency as a training room and leave for bigger agencies within a year.
  • 4. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com EXHIBIT 2. GLOBAL RESULTS: INTERNAL STAKEHOLDER’S ASSESMENT
 EXHIBIT 3. SYNTHESIS OF FINDINGS

  • 5. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com B. Strategic Formulation Stakeholders Assesment. Working in a creative industry, I had to understand that the main capital is human and understanding the central-american culture and background, forcing a strategy on them would not be the right approach. After the Human Experience Assessment, I conducted weekly Design Thinking sessions first with the CEO and then integrating A-team players and outside advisors. The main goals for this Design Thinking sessions were: 1. Avoid tunnel vision. 2. Open space for candid conversation 3. Empower people to own the solutions. Among the solutions people found was the need for integration. Teams recognized they were working in silos, processes were unclear and there was duplication of labour. Teams found that there were misunderstandings about common industry terms and confussion about the kind of services and the quality level it was expected from clients. Using storytelling and visual representations in the War Room helped everybody understand what the main goal was and the direction the company is heading. EXHIBIT 4. DESIGN THINKING SESSIONS WITH CEO AND KEY STAKEHOLDERS STRUCTURE REVISION VALUE PROPOSITION BRAINSTORMING DATA ANALYSIS INTEGRATION OPEN DATA PROJECT WORKFLOW
  • 6. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com DIGITAL TRANSFORMATION REFRAMING DIGITAL MEDIA MAPPING DIGITAL = CX = UX SILOS REAKDOWN PROCESS DESIGN INTEGRATED COMMUNICATIONS SCENARIOS INSIGHTS BUSINESS UNIT DEFINITION COMMUNITY MANAGER CAREER RE-DESIGN
  • 7. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com EXHIBIT 5. BUSINESS STRATEGY DEFINITION
 The Business Strategy was then translated to a Capabilities Framework establishing 4 main capabilities to develop: 1. Disruptive Insights: build an Insights Unit whose the main focus is to gather data and analytics for strategy development. 2. Thought Leadership: leverage the creative team into strategic thinking. 3. Thriving Implementation: integrate digital knowledge into the production workflow to consolidate teams and facilitate economies of scale. 4. Sustainable Initiatives: leverage clients data to offer innovative products and services beyond advertising and media buying. Become a consultant agency.
  • 8. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com EXHIBIT 6. CAPABILITIES-DRIVEN STRATEGY NEED the client needs: DISRUPTIVE INSIGHTS THOUGHT LEADERSHIP SUSTAINABLE INITIATIVES THRIVING IMPLEMENTATION PURPOSE we exist to understand reality in ways no one has done it before. inspire and lead teams into innovative, actionable ideas. create sustainable entrepreneurial solutions. implement ideas outstandingly. DESCRIPTION what do we do? • prepare for and conduct field/desk research. • collect stories and inspiration from people. • analyze existing data the client, the agency or the media department has. • move from concrete to abstract thinking to identify themes and opportunities. • translate what you’ve learned from people into frameworks, opportunities, solutions, and prototypes. • produce ventures/business solutions through rapid revenue and cost modeling, capability assessment, and implementation planning. • produce agency solutions though experience journeys, sensorial impact, and contextual media planning. GOALS what do we achieve? • define who to talk to. • gain empathy. • capture stories. • make sense of data. • identify patterns. • define opportunities. • create solutions. • identify required capabilities. • create models for sustainability. • develop innovation pipelines. • pilot plans. • measure impact. • move ideas toward implementation. OUTCOME what do we deliver? • peoples’ stories. • observations of reality. • understanding of needs, barriers and constraints. • opportunities. • solutions. • strategies • prototypes. • feasibility assesment. • viability assesment. • innovation pipeline. • implementation plan. • learning plan. PROCESSES how do we work? discover • identify a human, brand, business, industry challenge. • research plan, schedule. • recognize existing knowledge. • identify people to speak with. • choose research methods: - individual interview. - group interview. - context immersion. - self-documentation. - comunity-driven discovery. - expert interviews. - new-places inspiration. • interview approach. • mindset developing: - observation. - interpretation. - trend mapping. ideate • approach development: - co-creation workshop. - empathic workshop. - tribe thinking workshop. - parallel thinking workshop. - lovemarks. • share stories. • identify patterns: - key insights extraction. - themes finding. - p.o.i.n.t. technique (problems, obstacles, insights, needs, themes) • create areas of opportunity. • brainstorm new solutions. • concept development. • prototyping. • gather feeback. prototype • develop sustainable revenue models. • identify capabilities required for delivering solutions. • plan a pipeline of solutions. • create an implementation timeline. • plan mini-pilots & iteration. • learning plan: - indicators tracking. - outcomes evaluation. develop • strategic debrief sessions. • creative process and techniques (TO BE DEFINED BY CREATIVE, ACCOUNTS & MEDIA TEAM) PEOPLE what are the skills needed to do the job? • intuition. • curiosity. • intelligence. • cleverness. • insight. • storytelling. • cross-pollination. • inventiveness. • entrepreneurship. • creativity. • mastery. • creativity. • talent.
  • 9. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com SYSTEMS/ TECH what systems/ tech are needed to do the job? • research methods: - traditional. - online: listening, social. - experimental. - desk. • recruitment • software licensing • cloud storage. • reports licensing: - saatchiconnect: euromonitor. • equipment: - video recorder. - audio recorder. • legal - release forms. • methodologies: - xploring. - ethnography. • frameworks: - human-centered design. - consumer pathways. - empathy map. • methodologies: - environmental analysis. - competitors landscape. - firm capabilities. - actos map/stakeholders. - brand analysis. • trends: - trends radar. - trends canvas. - blending trends. - industry re-application. - global brain. • strategic frameworks: - eat big fish. - blue ocean strategy. - business springboard. - diagnostic check-up. - value activation plan. - brand springboard. - influence dashboard. - 6 thinking hats. - archetypes. - oiic. • tools & methodologies: - human-centered design. - business model canvas. - capablities assesment. - finance modeling - lovemarks. - venn diagrams. - process maps. - relational maps. - mini-pilot worksheet. • concept dev. tools: - oiic. - creative brief. - creative prototyping. - influence brief. - brand architecture. • tools & methods. - btl - digital - media - planning - creative ALINGMENT & SUSTAINABILI TY how do we make it work efficiently for the long run? • develop research unit: - field research. - experimental. - online listening. - social insights. • centralize knowledge base: - desk research reports. - media analytics reports. • licensed software: - media usage and habits. - EGM. - online listening. • subscribe to leader research agencies reports and whitepapers: - research agencies (nielsen, comscore, gallup, mckinsey) - technology (mit tech review, wired, steelcase, accenture) • centralize cuali/cuanti research providers list. • ally with traditional research companies. • bundle research design, strategic offers. • map and profile current agency clients’ consumers to identify business opportunities. • translate global studies into local studies. - women - students - gen z • learn to apply methodologies. • access to canvas templates. • measure strategic impact. • gather feedback among teams. • align internal teams around client/communications needs/strategy. • create synergy among business units: - agency: creative, production. - media: trad/digital. - experience: btl/digital. - technology. - route to market. • develop leadership: senior cross-unit coaching sessions. • develop talent: - accounts: from orders to planning. - media: from atl to digital. - creative: from campaigns to ideas. - design: from print to ux. • develop creative culture. • define success mark-ups. - involvement. team work - creativitiy. innovation. - agility. responsiveness. - satisfaction. NEED the client needs: DISRUPTIVE INSIGHTS THOUGHT LEADERSHIP SUSTAINABLE INITIATIVES THRIVING IMPLEMENTATION PURPOSE we exist to understand reality in ways no one has done it before. inspire and lead teams into innovative, actionable ideas. create sustainable entrepreneurial solutions. implement ideas outstandingly.
  • 10. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com EXHIBIT 7. BUSINESS UNITS

  • 11. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com C. Strategy Analysis The strategic framework was presented to the C-level, Non-Chair Board Members and Board Members to assess the feasibility of the strategy, from the operations and financial point of view. On a Director’s level, a Business Case Presentation was made to all Regional Directors and Business Unit Directors to present the strategic focus and in a joint effor, analyse the strategy feasibility and gather consensus about points of action, executional roadmap, timeframes and distribution of labour. EXHIBIT 8. BUSINESS UNITS GOALS DEFINITION
 EXHIBIT 9. SWOT ANALYSIS

  • 12. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com D. Strategy Implementation Four strategic pillars for implementation were developed, considering: • Responsibility: People assessments and Business Units re-definition. • Learning: Academy program to enable knowledge. • Recognition: Human Resources and Rewards System Design. • Joy: Team management and work process leadership. EXHIBIT 10. FOUR IMPLEMENTATION PILLARS 
 Responsibility & Joy Tactics • Director’s Problem Solving. Monthly meetings to strategy revision, problem identification and tactical formulation. • Team assessments to discover A-team players and Champions. • Cloud Workflow: re-evaluation of physical space, technology and internal systems, from accounting to cloud servers in order to lean up all processes. Learning Tactics • P2P Academy: leverage knowledge by empowering people to share knowledge in a peer-to-peer academy. • Internal HR campaign: ignite all agency through internal campaings to leverage morale and teamwork alonn all internal stakeholders. Recognition Tactics • HR inclusion to develop an integrated system, including career paths and reward systems. • Job descriptions to align skills aligned to the long-term mission of the company.
  • 13. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com EXHIBIT 11. TALENT POOLS IDENTIFICATION 
 EXHIBIT 12. ORGANIZATIONAL CHART

  • 14. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com EXHIBIT 13. AGENCY WORKFLOW
 EXHIBIT 14. WORK PIPELINE: INTEGRATED COMMUNICATIONS
 

  • 15. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com EXHIBIT 15. OPEN DATA PROJECT TACTICAL DEVELOPMENT
 

  • 16. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com EXHIBIT 16. CAREER DESCRIPTIONS REVISION
  • 17. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com EXHIBIT 17. 4AM ACADEMY
  • 18. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com EXHIBIT 18. INSIGHTS NEWSLETTERS
 

  • 19. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com Branding Process After all the business strategy development, we needed to brand our value proposition and make it accesible for our clients. After all, we are transforming the way we work, from the inside to the outside. I crafted the branding brief to all 4am Saatchi & Saatchi creative agencies in Central America to develop the visual identity for our new workstyle and methods. EXHIBIT 18. COMMUNICATIONS BRIEFING

  • 20. This case was prepared by Delmy Alvarenga, Creative Strategist at 4am Saatchi & Saatchi. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the 4am Saatchi & Saatchi Guatemala. For inquiries, email dalvarenga@4amsaatchi.com EXHIBIT 19. CREATIVE DEVELOPMENT