The document discusses the challenges facing advertising agencies from changes in the industry and recommends strategic alliances as a solution. Specifically, it notes that (1) clients' needs are increasingly diverse but economies of scale are difficult, (2) ways to reach consumers are growing exponentially, and (3) no agency can be an expert in every tool, while (4) clients are moving to project engagements. This challenges the traditional full-time staffing model. However, a large pool of contingent talent now exists and strategic alliances can leverage this talent on an as-needed basis to provide comprehensive solutions while reducing costs. The document recommends a three-tier staffing structure and ongoing efforts to develop strategic talent alliances through a Chief
Agency business models aren't working the way they used to. The market has shifted. And to remain relevant and competitive, agencies need to shift, too.
This whitepaper addresses how a fresh look at agency business management can make a difference.
The competition for bright young agency talent is fierce. Yet many of the mentors that historically helped young talent are now gone. And if talent development is diminished, the future looks bleak.
Here are some thoughts on mentoring that may help your agency.
Most managers or upper level executives have little training in how to properly delegate responsibilities to others. Follow these 9 steps and change how your organization performs.
Learn more about our management coaching program. https://www.growthsourcecoaching.com/management-mastery.html
Article from Business Management magazine: ClearAction and Seybold Group discuss the business case for a customer-centric organization. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Agency business models aren't working the way they used to. The market has shifted. And to remain relevant and competitive, agencies need to shift, too.
This whitepaper addresses how a fresh look at agency business management can make a difference.
The competition for bright young agency talent is fierce. Yet many of the mentors that historically helped young talent are now gone. And if talent development is diminished, the future looks bleak.
Here are some thoughts on mentoring that may help your agency.
Most managers or upper level executives have little training in how to properly delegate responsibilities to others. Follow these 9 steps and change how your organization performs.
Learn more about our management coaching program. https://www.growthsourcecoaching.com/management-mastery.html
Article from Business Management magazine: ClearAction and Seybold Group discuss the business case for a customer-centric organization. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Are you an experienced B2B sales leader who feels the need for better revenue forecasts? Believe it or not, the solution may not be in a new CRM process or in the hiring of a new team member. There is a LOT of information in your current sales pipeline waiting to be unlocked. You can do that with little changes and lots of discipline.
The Insiders Guide to Employer Branding - 27 Best Practice InsightsKelly Services
Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and it’s all happening at break-neck speed.
One thing is clear: employer branding has changed, dramatically.
Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future.
So, if you are wondering if there’s a better, clearer way to lead your organization and practice through this change, this guide is for you.
Tim Williams on how North American agencies are transforming their approach t...The_IPA
Ignition Consulting Group Founder Tim Williams reveals how some North American agencies are transforming their approach to compensation using fixed, variable and dynamic price models. This presentation was shown at the IPA's Performance Adaptathon in London on 8th July 2014. Find out more at www.ipa.co.uk/adapt/performance and get involved in the conversation on Twitter #ipadapt.
The In Flow Communication Skills Accelerator Dominic Colenso
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www.inflow.global
9 Attributes Of A World-Class Channel ChiefImpartner
This eBook provides an extensive and thought provoking look at the attributes required to be a top channel chief in today's market, which more and more must match that of other C-suite players or they risk channel performance that lags behind competitors and being replaced by leaders with a more contemporary skill set.
M&A Communications: Better Strategy. Better Actions. Better Outcomes.Trefoil Group
Communications are critical during a merger or acquisition. This presentation outlines the core challenges faced and then presents solutions and case studies.
I was invited to contribute as a blogger to a real estate and construction site. In December they named me "Blogger of the Quarter" - and unexpected honor.
Improve your sales recruitment process and hire more winners.Darren Spence
Despite having run 9 sales teams; hired many sales people; and run a business; I am afraid to say that in the early years I was pretty poor at hiring sales people. It was very hit and miss. This article, which is in ISMM's "Winning Edge" magazine and which is aimed at sales managers, sales directors, HR professionals, and business leaders will (hopefully) make you think differently about sales recruitment. Sales recruitment is a science and is not about guess work or hiring on a prayer. By introducing competency assessments into the hiring process candidates will be happier and so too will employers.
Have we let advertising agencies become dinosaurs? Marketers are looking for effective business solutions, speed and low cost. While many agencies are still enamored by growth in size, stature and heft.
Here are some thoughts on how agencies can close this gap.
Buyers can now discover nearly everything about companies, products and
services from websites and other Web sources, including what customers are
saying on social media.
An outline for how to approach staring new in a position as a sales manager to establish a strong start and sustaining success leading a sales team. June 2020 update.
13 lessons for sme business transformationBrowne & Mohan
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Are you an experienced B2B sales leader who feels the need for better revenue forecasts? Believe it or not, the solution may not be in a new CRM process or in the hiring of a new team member. There is a LOT of information in your current sales pipeline waiting to be unlocked. You can do that with little changes and lots of discipline.
The Insiders Guide to Employer Branding - 27 Best Practice InsightsKelly Services
Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and it’s all happening at break-neck speed.
One thing is clear: employer branding has changed, dramatically.
Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future.
So, if you are wondering if there’s a better, clearer way to lead your organization and practice through this change, this guide is for you.
Tim Williams on how North American agencies are transforming their approach t...The_IPA
Ignition Consulting Group Founder Tim Williams reveals how some North American agencies are transforming their approach to compensation using fixed, variable and dynamic price models. This presentation was shown at the IPA's Performance Adaptathon in London on 8th July 2014. Find out more at www.ipa.co.uk/adapt/performance and get involved in the conversation on Twitter #ipadapt.
The In Flow Communication Skills Accelerator Dominic Colenso
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www.inflow.global
9 Attributes Of A World-Class Channel ChiefImpartner
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M&A Communications: Better Strategy. Better Actions. Better Outcomes.Trefoil Group
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I was invited to contribute as a blogger to a real estate and construction site. In December they named me "Blogger of the Quarter" - and unexpected honor.
Improve your sales recruitment process and hire more winners.Darren Spence
Despite having run 9 sales teams; hired many sales people; and run a business; I am afraid to say that in the early years I was pretty poor at hiring sales people. It was very hit and miss. This article, which is in ISMM's "Winning Edge" magazine and which is aimed at sales managers, sales directors, HR professionals, and business leaders will (hopefully) make you think differently about sales recruitment. Sales recruitment is a science and is not about guess work or hiring on a prayer. By introducing competency assessments into the hiring process candidates will be happier and so too will employers.
Have we let advertising agencies become dinosaurs? Marketers are looking for effective business solutions, speed and low cost. While many agencies are still enamored by growth in size, stature and heft.
Here are some thoughts on how agencies can close this gap.
Buyers can now discover nearly everything about companies, products and
services from websites and other Web sources, including what customers are
saying on social media.
An outline for how to approach staring new in a position as a sales manager to establish a strong start and sustaining success leading a sales team. June 2020 update.
13 lessons for sme business transformationBrowne & Mohan
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W2O Group Function Optimization 2014 reportW2O Group
Over the course of our existence, W2O Group has been working with global organizations, specifically Chief Communications Officers (CCOs), to better organize, structure and fully develop corporate communications as a function, a system, and a set of capabilities to better align with strategic priorities. The report is a compilation of lessons learned, insights gleaned and recommendations for companies of all sizes.
Advice on how to start successfully as a new sales manager and set yourself up for sustaining success.
Covers:
Building relationships with staff
Evaluating sales knowledge
State of client relationships
Determining resources in place
Identify additional resource needs
Internal processes and reporting
Supplemental information from Michael J. Watkins of Harvard Business School from his book "The First 90 Days" and other resources.
Steps to optimize productivity by Cultivating ValuesTentacle Cloud
Every communication with a customer is a chance to establish a positive affiliation, be it over the phone, over social media or otherwise. Call centers fulfill a very excited purpose. They are the midway between the customer and the company.
In today’s marketplace agencies need a broader range of skills than ever. Yet the cost of hiring specialized talent is prohibitive. Can strategic alliances cure this dilemma?
Here are some thoughts on strategic alliances that may be helpful.
Agency talent churn is coming. The Great Recession has bred hordes of restless agency staffers. These valuable people are getting ready to seek better jobs.
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Increasingly, marketers are using the RFP process when selecting an agency. And that can be a big hassle. Yet many excellent long-term agency/client relationships are still forged without RFPs..
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Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Are Strategic Alliances Right for Your Advertising Agency?
1. Are Strategic Alliances Right for You?
by
Mike Carlton
Change
Like most people, I have considerable ambivalence about change. I love the
excitement and sense of adventure it brings. Change can be energizing and
inspiring. It makes the adrenaline pump. And can be a lot of fun too.
But I also know how disruptive change can be. It takes me out of my comfort
zone. And I’m pretty comfortable where I am right now. So if truth be told, I like
to look at change a bit vicariously while I cling to that which I’m used to.
I suspect a lot of agency leaders feel the same way.
But of course, like it or not, change is inevitable.
And as we all know, the advertising agency industry is confronted with more
change today than it has seen in over 50 years.
Some Questions
Naturally the first question is why are we experiencing so much change right
now?
Next, what are the business implications for advertising agencies?
And finally, what can we do to turn all this to our advantage?
Four Facts
It appears that this unprecedented period of disruption is being driven by the
confluence of four key factors. They are:
1. The needs of each client are different
Now there is nothing surprising here. This has been true since the
beginning of time. Every ad and every campaign an agency creates is
unique. Creativity, by definition, requires differentiation from what has
been done in the past.
Fundamentally, every solution an agency provides to its clients must be
different. Thus the creative product of agencies does not align with
1
2. economies of scale. There is no, nor should there be, a standardized
formula.
Yet economic growth in most industries has come from standardization.
The mass production business model has served society very well. Yet,
that business model which works for most industries is not really available
to advertising agencies.
So agency leaders must find other ways to maintain and grow profitability.
2. Ways to reach consumers are growing exponentially
It used to be fairly easy for an agency to launch a campaign. Success
could usually be achieved using only a few communications tools. Maybe
print and TV with possibly some direct mail, PR and promotion thrown in.
Choosing the tools to reach and influence the target audience was not
very complicated.
But new technologies have changed all that. Websites, mobile, social,
search, marketing automation, etc., etc., have dramatically increased the
variety of ways the public consumes commercial media. Not to mention
the increase in dialogic communications that has given the consumer a
much more powerful voice in the marketplace.
And the number of new communications tools an agency can use
increases each day. With no end in sight.
3. No agency can be expert on every needed tool
The variety and scope of the tools needed require a much broader range
of talents than ever before. This poses a real challenge for all agencies.
Because no agency, no matter how large, can be skillful with every
technique that may be appropriate for each client.
Highly specialized people are needed. Ones who are hard to find,
expensive to hire, and often difficult to keep busy.
4. Clients are increasingly moving to project engagements
To compound all this clients seem to be moving away from agency of
record status and are using their agencies for a series of discrete projects.
Thus denying their agencies a steady stream of predictable income. The
effect of this change is to create greater volatility, and increased
uncertainty, in agency income flow.
Thus forecasting staffing requirements more than a few months out can be
very difficult. Making it exceptionally risky to hire full-time specialized
talent that may be needed right now, but may have nothing to do a few
months from now.
2
3. Implications
What a dilemma! Agencies need a much larger and more diverse talent base.
Yet clients are reluctant to support the cost of that talent except when they need
them. Is there is a Catch-22 here?
One might say that it’s a double-whammy that flies in the face of the traditional
advertising agency business model. That is to build and retain a permanent full-
time staff that can meet the full-service needs of every different client.
That business model is in trouble. Try as we may, that way of doing business
just won’t work the way it used to.
The Good News
Under all this turmoil the reality is that the root needs of clients have not really
changed. They continue to need their agencies to help them solve their business
problems. And to do that through modifying the marketplace behavior of their
customers and prospects. That has been the role of agencies for ever.
The other piece of good news is that at a very basic level consumers have not
changed either. While they consume media differently and engage in more
dialogic conversations with marketers, their wants, needs, hopes, fears, desires
and pleasures are pretty much the same as they have always been.
The Road Ahead
So, while change is closing one door it is opening another.
The closing door. Agencies can no longer afford to have full-time on-staff talent
experts for every possible tool a client may need. Yet without that capability
agencies are at a competitive disadvantage. And their ability to orchestrate
holistic integrated solutions is diminished. As well as their ability to generate a
fair revenue stream and equitable profits.
The opening door. At the same time, the availability of top-flight contingent talent
has never been greater. This talent can be engaged by agencies on an as
needed basis. And strategic alliances can be the key to opening this door.
All an agency has to do is to adjust its business model away from a heavy
concentration on full-time staffers to one with greater reliance on outside
contingent talent that become the agency’s strategic allies.
And thus increase the agency’s capability of orchestrating comprehensive
integrated solutions using a diverse mix of inside and outside talent.
3
4. The First Step
Maximizing the potential of outside contingency talent first requires a basic shift
in an agency’s staffing strategy. We see this as embracing a three tier staffing
concept. Those three tiers are Core, Support and Contingent.
The Core Staff is a small cadre of agency principles. Senior executives, partners
and/or owners. They are responsible for the agency’s vision and values as well
as its relationships with clients, staffers, media, suppliers and prospects as well
as guiding the agency’s work output and financial well being. They are the
drivers. The permanent part of the agency. Their personal compensation should
be variable and closely linked to the agency’s profitability.
The Support Staff is also small and generally made up of bright, young, highly
energetic full-time talent. These folks implement the client work under direction
from Core leaders. While they have client contact they are primarily tactical. And
are not necessarily expected to stay with the agency for the long-term. Their
personal compensation should also be variable and closely linked to the market
success of the projects they participate in.
The Contingent Staff, your strategic alliance partners, are individuals or
organizations with specialized skills who are not employees of the agency. They
are independent contractors who are engaged as needed to advise and
implement client activities within the scope of their expertise. They can be lone
freelancers or specialized companies. They are generally brought in just for
discrete projects with their compensation linked directly to the successful
implementation of each project.
The good news here is that there are an increasing number of highly talented
specialists working as freelancers or as part of separate specialized businesses
open to contingent engagements. These resources generally have greater
experience and capabilities in their special skill set than anyone the agency could
hire full-time. And, they only cost money when they are being used.
But embracing this model won’t happen by accident. Making a conscious shift in
agency staffing strategy is required. Without this commitment there is a real
danger in sliding back into the all full-time employees mode as soon as a few
high-profit months come along. Only to be penalized when the next lean period
comes along.
Now the Hard Part
Here is where it gets challenging. Building and maintaining a pool of contingent
talent takes time and effort. It needs to be an ongoing effort. In fact, to achieve
4
5. continued success it should take on the same importance as new business
development.
That’s a big order. But deep commitment is needed. A staffing strategy that
only gives lip service to contingent talent, or is just a sometime thing, will not
deliver on its potential. And possibly even create more harm than good.
In building a successful strategic alliance program here are some things to think
about:
1. Chief Talent Officer
Up until now, the ongoing attraction, development and retention of talent
at most agencies has been kind of an afterthought. It only became critical
when a specific skill was needed or when a key person chose to leave.
Few agencies give talent development as much priority as new business
development or creative. That should change. A function that may have
been reactive should become proactive.
Building and maintaining a diverse and comprehensive talent pool,
including both insiders and outsiders, deserves high priority. A senior
executive of the agency should assume the portfolio of Chief Talent
Officer. Responsible for assuring that the agency has direct and
immediate access to the best possible talent in every discipline.
2. Programmatic
An ad hoc contingent talent strategy will likely not work. It should be built
around a carefully planned consistent program. One that fits the unique
needs of your agency. This is a responsibility of the Chief Talent Officer.
It requires building a capabilities pool made up of the best talent available
in each specific discipline. These can be individual freelance practitioners
or independent specialized firms. And, with today’s communications
technologies, they can be located anywhere.
The Chief Talent Officer will want to proactively reach out in recruiting,
engaging and embracing these folks. Ideally, this should happen long
before you have a specific client need for them.
Within this circle the agency will most likely establish and in-depth ongoing
communication program so that a passion to work together will be there
when needed. Avoid the out-or-touch, out-of-mind syndrome.
3. Chemistry
First and foremost, life is too short to for any of us to work with people we
don’t like or trust. Collaboration with outsiders is difficult enough without
5
6. adding the discomfort of having a less that enjoyable personal
relationship. Strategic partners should be people who you will be
comfortable with when it comes time to work together when things get
tough and you are both down in the trenches.
Trust your gut. If the vibes aren’t right find another resource.
4. Client Understanding
Essentially the agency is presenting to the client a highly-skilled task-
driven team made up of agency employees and outside contractors. The
client should be clear on why this team has been created and that the
agency is responsible for its leadership and the holistic outcomes it should
deliver. The client should never be confused about who’s who or forget
that the agency is completely in charge of the team’s output.
5. Co-opetition
Here’s where it gets tricky. The best talent may reside within potential
competitors. And if you want the best talent working with these folks may
be in the best interests of your agency and your clients.
Co-operating with competitors can require some new skills that haven’t
generally been necessary before within agencies. Yet the practice of co-
opetition is growing rapidly, particularly within high-technology fields.
Now co-opetition opens up an almost Pandora’s Box of special issues. All
are solvable but not without some careful thought. And careful attention.
6. Legal and Tax
The rules on the difference between an employee and an independent
contractor are complex and can very between jurisdictions. You’ll want to
make sure that your legal and tax advisors sign-off on the specifics of how
you engage outside talent, how you pay them and the agreement
documents you use.
7. Work Ownership
Another tricky legal area. You want to be sure that there is crystal clarity
on who owns what and that appropriate legal agreements are in place in
advance and easily enforceable.
And separately, it is a good idea to keep your client fully informed on the
steps you are taking to protect them and get their full buy-in.
8. Confidentiality
This is an area that also takes some careful thought up-front. Establishing
uniform ground rules and non-disclosure agreements with outside
contingent talent, as well as your own inside people, can make sure the
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7. outsiders get everything they need to be effective without compromising
the trust the client has placed with the agency.
9. Non-Compete
Again, your legal counsel should guide you on setting up enforceable rules
and the use of devices like non-compete agreements, etc. Protections
must be balanced. Care must be taken here so that the agency’s legal
requirements are not so onerous that the best outside talent chooses not
to work with you.
10. Scope Definition
The scope of the assignment to the outside talent must be precise and
continually monitored to assure that scope creep, regardless of who
initiates it, is quickly and effectively addressed. Nothing sours the
relationship with outside contingent talent more than misunderstandings
about scope and costs.
11. Internal Reactions
Usually an agency’s inside people work very effectively with outside
contingent talent. But sometimes an us vs. them mentality can creep into
the working environment. Obviously the strong esprit of the task oriented
project team is vital to achieving effective results.
12. Murphy’s Law.
It is almost a certainty that along the way something will go wrong in even
the best strategic alliance. Misunderstandings and errors happen. It is
easy for finger-pointing and defensive posturing to begin. Often at the
core is the question of who pays for the cost of the mistake.
This is when agency leadership and the leadership of the strategic partner
need to rise above the heat of the moment and resolve the issue based on
what is in the long-term best interest the client, the agency and the
strategic partner. Finding an equitable resolution may take some time and
effort but it will be worth it.
A Different World
Successful agencies can no longer rely solely on their own full-time staff for all
the solutions today’s clients need. Collaboration with outside talent is required.
This in itself is a big change. But perhaps more importantly there is underlying
shift in the agency’s overall role. Avoiding being just a doer of parts and pieces
of a client’s program to becoming the orchestrator of a comprehensive outcome-
focused program. The one responsible for bringing together and leading the best
possible combination of talent for each different client.
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8. The good news is that being an orchestrator of a client program is a higher
calling which should reduce ongoing fixed talent costs and at the same time
command improved compensation and improved profits.
I think everyone would agree that would be a change for the better.
Copyright 2012 – Carlton Associates Incorporated
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