The document summarizes a research project conducted by Nehal Vora and Poonam Gawde on "The Creative Organisation of the Future". The research was mentored by Josy Paul of BBDO Worldwide and guided by a faculty member from Welingkar Institute. The research involved studying advertising agencies like CP+B and Ogilvy & Mather, as well as technology companies and personalities like Gandhi and Obama. Key learnings from each were synthesized to define the culture, values, features and processes of an ideal creative organization of the future. The research was presented as a certificate of completion of the students' Post Graduate program.

1. BBDO WORLDWIDE
&
WELINGKAR INSTITUTE OF MANAGEMENT RESEARCH & DEVELOPMENT
PRESENT THEIR COLLABORATED RESEARCH
ON
THE CREATIVE ORGANISATION OF THE FUTURE
BY
NEHAL VORA
POONAM GAWDE
PGDM-BUSINESS DESIGN 2008 – 10
PROJECT GUIDE: JOSY PAUL (CHAIRMAN – BBDO-WORLDWIDE)
PROJECT FACULTY GUIDE: PROF. KAUSTUBH DHARGALKAR (WELINGKAR
INSTITUTE OF MANAGEMENT RESEARCH & DEVELOPMENT)
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2. PROJECT COMPLETION CERTIFICATE
This is to certify that project titled “The Creative Organisation of the Future” is successfully
done by Ms. Nehal Suresh Vora and Ms.Poonam Gawde in partial fulfillment of her two
years full time course ‘Post Graduation Diploma in Management [Business-Design]’ recognized
by AICTE through the Prin.L.N.Welingkar Institute of Management Development & Research,
Matunga, Mumbai.
This project in general is done under our guidance.
Mr. Josy Paul, Chairman, BBDO Worldwide
Prof. Kaustubh Dhargalkar, Faculty, Prin.L.N.Welingkar Institute of Management Development
& Research, Matunga, Mumbai.
Date: May 28th, 2010
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3. ACKNOWLEDGEMENT
I am extremely grateful to the following people without whom this research would not have been
possible. I am pleased to thank Mr. Josy Paul, Chairman of BBDO Worldwide for giving me an
opportunity to work with his company and do this research and Prof. Kaustubh Dhargalkar in
creating a platform for students like us to work on real time projects with companies. I would
also like to thank Sumanto Chattopadhyay, Madhukar Sabnavis, and Kaveri of Ogilvy & Mather
(Mumbai) for their contribution of thoughts on the topic of study. I am grateful to my colleagues,
Poonam Gawde and Prachi Srivastava who helped initiate this research. Finally, I would like to
thank my parents and friends for all their support.
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4. CONTENTS
S.No. Topic Page Number
1. Executive Summary……………………………………………………………………… 5
2. Objective of the Research………………………………………………………………...
6
3. Methodology Adopted………………………………………………………….. ………. 6
4. About BBDO Worldwide ……………………………………………………………….. 7
5. Studying Advertising Agencies……………………………….......................................... 7
5.1. Studying Crispin Porter Bogusky (CP+B)…………….............................................
8
5.2. Studying Goodby Silverstein & Partners (GS&P)………………………………..
11
5.3. Studying Ogilvy & Mather (O&M)
………………………………………………...13
6. Studying Technology and Innovative Companies………………………………………
16
6.1. Studying Google…………………………………………………………...................17
6.2. Studying Yahoo Inc.…………………………………………………………………18
6.3. Studying
Facebook………………………………………………………...................22
6.4. Studying Twitter…………………………………………………………..................26
7. Studying Personalities…………………………………………........................................ 28
7.1. Studying Gandhi………………………………………….......................................... 29
7.2. Studying Obama…………………………………………...........................................34
8. The Awakening…………………………………………………………………………… 36
9. The Synthesis of Our Learning through Mind Mapping……......................................... 38
10. The Constitution of the Creative Organisation of the Future…......…......…......…....... 39
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5. 11. The Conclusion…………………………………………………………………………… 40
12. References………………………………………………………………………………… 41
1. EXECUTIVE SUMMARY
With the world today beginning to move out of the global crisis and adapting itself to the
organizations of tomorrow, there arises a need for change within the organisation to happen
gradually. The 21st century brings new challenges for both organizations and society. Rapidly
changing environment, innovation, and dynamically changing markets demand new ways of
working and more effective approaches to be developed and put into practice. Some companies
like the Tata Group or Marico just to name a few have successfully imbibed in them the cultural
change which has evolved gradually from the time of their inception. How did this change
happen? Was there any ignition point to this change? Who were the people responsible? Were
there any external factors involved? These are some of the questions that immediately come to
my mind. My research was based on how organisations have successfully evolved and brought
about a change and satisfied the stakeholders along with the business demands. For this research,
we were mentored by Mr. Josy Paul, the Chairman of BBDO Worldwide with his thoughts
integrated in the research. This research was conducted in the following three phases:
The first phase of our research involved a study of advertising agencies who worked differently
as compared to other companies in their sector. These agencies were namely Crispin Porter
Bogusky (CP+B), Goodby Silverstein & Partners and Ogilvy & Mather (O&M) and draw from
them insights on what was being done unconventionally.
The second phase of our research involved studying technology and innovative companies like
Google, Yahoo Inc., Facebook and Twitter through which we could draw an analogy to
mavericks.
In the third phase, we studied personalities like Mahatama Gandhi and Barack Obama and
learned from them the values, characteristics and ignition points (if any) in their lives.
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6. The learnings from the above phases from studying companies and personalities were integrated
to form the creative organisation of the future with its culture, value, features and processes in
place.
2. OBJECTIVE OF THE RESEARCH
To create an organisation structure/model process in response to the “Changing nature of Idea
and Media”. The term media means the total communication media including news, television,
newspaper, out of home (OOH), activation, technology and people as mediums.
3. METHODOLOGY ADOPTED
We studied advertising agencies like Crispin Porter Bogusky (CP+B), Goodby Silverstein &
Partners and Ogilvy and Mather (O&M). We chose to study the advertising agencies as well
because the company that we were doing this research with i.e. BBDO Worldwide is an
advertising agency.
We diversified our study to research personalities like Mahatama Gandhi and Barack Obama as
a brand within themselves. Our next step was to study technology and innovation driven
companies like Google, Yahoo Inc., Facebook and Twitter. Our primary research was done in
two companies: Ogilvy and Mather (O&M) and Crispin Porter Bogusky (CP+B). Through our
secondary and primary research, we synthesized our research to come up with a constitution of
an advertising agency (a creative organisation) of the future.
4. ABOUT BBDO WORLDWIDE
BBDO is a worldwide advertising agency network, with its headquarters in New York. Formed
through a merger of BBDO (Barton, Durstine & Osborn) and Batten Co. in 1928, BBDO
Worldwide has been named the "Most Awarded Agency Network in the World" by The Gunn
Report in 2007, for the second year running. BBDO has strength of 17,200 employees in 287
offices in 77 countries and is the largest of three global networks (BBDO, TBWA and DDB
Worldwide) of agencies in Omnicom's portfolio. With an extensive portfolio of creative
advertising, BBDO focuses on the philosophy of “Total Work”, citing “At BBDO, the Work
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7. encompasses every kind of creative content that can touch the consumer and reinforce the
brand”. The company's extensive list of clients includes: The Economist, Pepsi, IKEA, FedEx,
BBC News, General Electric, Campbell’s, Gillette, Motorola, Chrysler, Pfizer, Wrigley and
UNICEF amongst many more.
5. STUDYING ADVERTISING AGENCIES
Crispin Porter Bogusky (CP+B), Goodby Silverstein & Partners and Ogilvy and Mather (O&M)
were the advertising agencies that we studied due to their unconventional functioning. This was
elicited by the foundations of the organisations, their journey till date and the work done by them
over a period of time. We organised our study in to these advertising agencies to find out more
about the following:
1. What are their Activations or what was and has been responsible for their success?
2. What are the Tools used by them for their success today?
3. What are the Values on which these companies are built?
4. What is the Organisational Culture they follow?
5. What are the Sources of Media used by them?
5.1. STUDYING CRISPIN PORTER BOGUSKY (CP+B)
Crispin Porter Bogusky is based in Boulder and in Miami. They also have other offices in
Gothenburg, Sweden, London and Los Angeles, and have nearly 1000 employees.
Crispin Porter Bogusky is like a factory which makes advertising and branded creative content.
They are like a factory without an assembly line as the work done is custom made and designed
by hand. The product they would have build yesterday may not be the same as they build today
and as their individual customer requirements are different.
5.1.1. Activations
They help put across distinctly the underlying message every client wants to deliver to the target
audience.
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8. They helped clients re-launch their campaigns by putting across messages in the way the
customer wanted to look at it. E.g. 30 minutes Dominos campaign where a customer needed 30
minutes of free time with every order in today’s time stacked culture. Other campaigns include
Burger King re launching their “Have it your way” burger and “Know HIV/ AIDS” campaign
where the campaign targeted on Knowing is Beauty rather than scaring people with getting
tested for HIV.
5.1.2. Tools Used
Focus on doing things. No talks, meetings or emails sent relating to work if the work will not
get done. PowerPoint presentations cannot substitute for work done.
5.1.3. Values
CP+B defines advertising as is anything that makes their clients famous.
CP+B has a strong and resilient work culture.
CP+B believe that they can be better than what they are today.
5.1.4. Organisational Structure
The following forms the bases on which CP+B is formed. There are eight partners viz.
1. Co-Chairman
2. Co-Chairman
3. Co-Executive Creative Director
4. Co-Executive Creative Director
5. Group Account Director
6. Director of Content Management
7. Chief Operating Officer
8. CEO/President
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9. The interactive/integrated/creative department is comprised of over 250 employees including art
directors, copywriters, creative directors, producers, digital artists, etc.
The Product Innovation department is comprised of 10 employees.
The Cultural and Business Insights department has over 30 employees.
The above departments work in close proximity of each other.
Content Management Department has more than 150 employees including: Account Directors –
Management Supervisors - Content Managers – Asst. Content Managers
There are also other departments viz.
Administration Department
• HR
• Accounting: Controllers – Accounts Payable – Accounts Receivable – Expense Report
Coordinators – Billing
• IT: System Administrators – Service Desk Technician
• Legal
• Agency Communications Department
5.1.5. Organisational Culture
The offices have a central meeting space for agency-wide meetings, ample-sized eating areas,
multiple conference rooms and a central art department area.
CP+B defines a good meeting as the one from which you leave with a clear understanding of
what to do next. They believe that the actual doing doesn’t start until the meeting stops. Their
meetings are short and to the point.
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10. If one’s in a meeting that’s dragging on and keeping one from the important business of doing
something, one can say the word “pineapple”. This is the official agency code word that means
“Let’s wrap this up”.
Every employee who begins new work at CP+B is assigned a Sensei (Japanese word)
meaning a “teacher”. Sensei has to make sure that the employee is as successful as you can be
during his time at CP+B.
Sensei is selected based on his or her knowledge of the CP+B culture and will be in a different
department than the employees current department. This enables cross pollination to happen
between departments and know exactly what the other department does. They consider that ideas
are good when media people come up with creative ideas, and the creative team comes up with
planning solutions, and production people come up with media ideas, and so on and so forth.
An idea is judged solely by its merit. They believe that good ideas can come from anywhere,
from any person in any department at any level. And just because a person’s title is ‘Associate
Creative Director’ or ‘Management Supervisor’ doesn’t necessarily mean their ideas are
automatically weighted more toward the good end of the scale. This attitude creates a
wonderfully liberating environment where great ideas gush forth freely from each and every
person. Or at least an environment where you feel like you can contribute even though you’re
not running the place.
Treating Suppliers like fellow employees. They treat suppliers like fellow employees. The
advertising business is contained within a small, small circle and word gets around about how
one behaves within that circle. CP+B wants to be the kind of agency that suppliers want to work
with, regardless of budget, or timing, or scope of the job, just because they’ve heard CP+B is
great to work with.
Focusing on Deadlines. CP+B focuses on deadlines from the start and does whatever is
humanly possible to meet them. If the deadlines fail, everyone is to be alerted as far in advance
as possible that a looming deadline is in danger of being missed.
Goal Oriented. CP+B is a loose organization without a lot of rules. However, they prefer a
casual environment because it makes them work better.
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11. 5.1.6. Sources of Media
CP+B uses any mode of media ranging from an online film, an event on the street, a book or
something unimaginable.
5.2. STUDYING GOODBY SILVERSTEIN & PARTNERS (GS&P)
Goodby Silverstein & Partners Inc. operates as a subsidiary of advertising services conglomerate
Omnicom Group, which consists of BBDO Worldwide, DDB Needham Worldwide, TBWA
International, and Diversified Agency Services. The metaphor GS&P uses to describe them is
“Art Serving Capitalism”. They firmly believe that business is at its best when it is done with
craft and surprise associating with Art. Art is a new way of seeing the world that takes things
that are basically the same and makes them suddenly seem different. Art takes things that don’t
belong together and welds them at high temperatures. Business is most successfully
accomplished through Art. Business combined with Art is bigger business.
They believe that this is a time of great disorder in the way brands are created, and are evolving
to look forward to and take best advantage of the new environment.
The old model, in which advertisers address captive audiences with unavoidable messages, is a
thing of the past.
To be successful in a faster, more voluntary world, it is important to engage audiences, creating
messages, often in unexpected places, that people welcome and even seek out.
This kind of communication will have elements of entertainment and avant-garde media thinking
not presently associated with advertising.
They no longer want to be an advertising agency but something that leads their clients to create
and embody popular culture in the world.
They “communicate” not advertise and do timeless storytelling to move people emotionally.
5.2.1. Activations
The media department was fused with the account planning team. GS&P obliterated its
media department by fusing it with its account planning team to create a strategy department
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12. which could well model for the future of agency media services. It elevated the role of media
planners to brand strategists. They continue to test what a creative department does and what a
creatively attuned strategic function can add. It was able to demonstrate the fruits of the strategy
which other companies would soon like to follow. It won the GS&P Media Department of the
Year in 2008.
5.2.2. Organisation Structure
GS&P has a lean, silo-free agency structure. In 1999, to confront its challenges, it surveyed its
employees to find out what they liked and disliked about the company. In 2000, it implemented a
streamlined approach to new business. Some of the new changes included creating, for the first
time, the position of group account director and the development of an in-house school,
GS&P University, which offered employees classes that covered topics such as design and
public speaking. In addition, a policy of flex time and formal mentoring for new employees
was started.
The early years of the new century were years of significant change at Goodby, Silverstein &
Partners. To grapple with the challenge of maintaining the agency's corporate culture and
retaining talented people, Goodby and Silverstein instituted a more horizontal structure. Wanting
to empower staffers and motivate them to do their best work, they handed over many day-to-
day creative responsibilities to their creative staff.
5.2.3. Tools
Team of Employees
5.2.4. Media
The following is the type of media used by GS&P to service its clients:
• Television (Wait less Ads)
• Print
• Online Media
• Billboards
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13. 5.3. STUDYING OGILVY & MATHER (O&M)
We interviewed Sumanto Chattopadhyay, the Executive Creative Director, South Asia,
Ogilvy and Mather to get a closer look of the organisation. The following is what we observed
while interacting with him.
Loud music coming from the two sides of the room and people juggling from one place to
another and one floor to another was the environment at the office at Ogilvy & Mather in
Goregaon which gave us a back to college feeling. Not that we were out of college, just that we
did not feel like we were in a regular corporate office.
It was the afternoon on January 8, 2010 when we entered the reception area awaiting our turn to
meet Sumanto Chattopadhyay, the Executive Creative Director, South Asia, Ogilvy and Mather.
This was the first time we were meeting him. The objective of our meeting with him was to
know more about Ogilvy & Mather as an organization and the evolution of the work done by
them till date. We had with us a list of questions to shoot at him. The following were the
questions asked by us to Sumanto and his answers to the same are given below:
Q. Who are your Gods? What or who do you look up to? What are the inspirations that you
have?
Ans. One of his Gods is Neil French who is the former Creative Director of WPP Worldwide
and founder of the World Press Awards. He interacted with Neil French for the first time at one
of the workshops held at O&M where the employees had to showcase the work done by them.
What inspired Sumanto the most about Neil is his delivery style which was action oriented and
unforgettable to the attendants of the workshop. Neil judged the best of the work done by the
workshop attendants by criticising it in a most humiliating way but at the same time passed on
the right message. Sumanto was inspired by Neil and the entire workshop experience and began
to conduct workshops for the advertising fraternity. Sumanto has conducted and still conducts
workshop for the employees of O&M and for his clients. One of the workshops he shared with
us was called “Baby ki mundi kaato…It’s all about the executions" which focused on saying
things in a memorable way. This was targeted to the audience who were a novice in their ad
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14. film making career. This workshop was a clear indicative of the action oriented approach that
Sumanto believes is the success of lasting advertisements.
Another inspiration for Sumanto is Piyush Pandey whose career started as ‘Trainee Account
Executive’ to that of an ‘Executive Chairman’ (the position held today) at O&M. From him, he
has learnt to be to be open and observant to what’s happening in and around the environment
and learnt to understand what ticks people.
Q. What are the values on which O&M is built?
Ans. He believes that O&M is built on the back bone of “Creativity”. It is the drive for the
excellence in creativity that forces them to become better and better every day. There is
intensive research that is done before any campaign to gather consumer insights pertaining to the
client brief. O&M works in partnership with its clients and unlike a traditional advertising
agency. They work to adapt to clients needs and the culture. Exceptions to this are tackled on a
one to one basis. It’s the N=1 concept which is customised solutions for every client that works
for them (Reference book: The New Age of Innovation by C.K. Prahalad).
The work culture of O&M can be described as informal, flexible, and non hierarchical with a
front foot approach to employees along with a high level of empowerment.
Q. What makes you different from other companies?
Ans. Every employee in the organisation is empowered to perform various tasks keeping in
mind the requirements of the clients. Employees are allowed to make mistakes and learn from
them. However, not repeat the mistakes at the expense of the client’s requirements.
O&M is moving and has moved with the market and the sector. New media usages with respect
to the availability of new technology are being explored and experimented besides television,
print ads, etc.
Maintaining the creativity despite growing to become a large organisation is what distinguishes
O&M.
Q. How do you inculcate the O&M culture in the newly recruited employees?
Ans. The operating style of every head is a contributor to inculcate the culture of O&M in the
newly hired employees. As for Sumanto, his leadership style is result oriented. His
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15. communication methodology is direct with his entire team for the smallest of the matters
involved.
Q. Are there any models that O&M uses to adapt to changes required (if any)?
Ans. No models off hand are being used. However, certain norms are implemented by Asia
Pacific HR team to be used all across O&M.
Q. How did the concept of brand butterfly evolve?
Ans. Thoughts were organized in a structured way to present to clients by the planning team.
Q. How has the organisational structure of O&M evolved with the changing environment
(both external and internal)?
Ans. The structure of O&M has evolved with respect to requirements of clients and is built today
on the 360 degree integration of ideas. To ensure every client gets what he wants under one roof
was why PR, rural, direct marketing, digital, events, Ogilvy One have evolved.
Q. As an employee of O&M, what drives you to come to work every day?
Ans. O&M is a second home to Sumanto and spends a lot of time at the office. He loves the
flexibility and the variety offered to him at work. The environment at O&M he believes allows
idiosyncrasies. He has colleagues who are now friends and looks forward to seeing them every
day. He enjoys work, working as a team and believes in having fun while doing work which
prevents work from going stale. According to him, the major challenge today is not to stagnate.
He is writer and does theatre and encourages employees at O&M to do what they like besides the
regular work at O&M.
Q. What according to you are the major challenges that O&M faces today? What are the
measures taken to overcome these challenges?
Ans. Ogilvy & Mather have been the undisputed creative leaders of the advertising industry.
Maintaining the creative excellence is a major challenge for O&M and to remain no.1 at all
times.
Q. Sumanto’s suggestions on the existing appraisal system at O&M.
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16. Ans. Sumanto agrees that appraisals are essential for an employee’s increment and promotion.
However, he strongly believes that the appraisal system that for the creative team should be
framed differently. This is because the fundamental functioning of the members of creative team
is based on the campaigns each one has worked. He firmly believes that being creative is the
most important aspect of O&M and hence an employee’s performance should be measured in
terms of the creative work done by him/her. This could be done by describing each campaign in
detail would in turn determine the worth of the individual.
Induction should be made a part of the training module of new hires at O&M to induce the
culture of O&M in them. At the moment, only on the job training is what the employees are
directly exposed to.
6. STUDYING TECHNOLOGY AND INNOVATIVE COMPANIES
Our next step was to study companies which have been doing work differently. The companies
that we narrowed down for our study were Google, Yahoo Inc., Facebook and Twitter.
Like our earlier study, we organised our study in to these advertising agencies to find out more
about the following:
1. What are their Activations or what was and has been responsible for their success?
2. What are the Tools used by them for their success today?
3. What are the Values on which these companies are built?
4. What is the Organisational Culture they follow?
5. What are the Sources of Media used by them?
6.1. STUDYING GOOGLE
Google as a company is internet search engine founded by two Stanford University graduate
students (Sergey Brin and Larry Page) to a company of 4,200 with revenue hitting almost $3.7
billion. Success of the Google story has been built on its ability to harness wild ideas for
business innovations. Business model of Google is user centric as their main objective is to
provide users with speedy search results with all favorite websites at the fingertips of the user. In
order to enable this, Google offers a wide range of software so that the user can browse the web
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17. quickly and easily. The underlying thought is to understand the pain points of user. Search is
how Google began, and it's at the heart of all activities they do today. At Google they devote
more engineering time to search than to any other product.
6.1.1. Google's Mission
To organize the world's information and make it universally accessible and useful.
6.1.2. Google’s Values
Now over the years, Google has expanded rapidly but one thing has not changed and that is its
dedication to the users and the belief in the possibilities of the internet itself. At Google they
strive to develop the “perfect search engine”. Google’s commitment to innovation depends on
everyone being comfortable sharing ideas and opinions.
6.1.3. Work Culture
The culture of Google is transparent as every employee can talk directly with each other
irrespective of the hierarchy and including the founders. They believe that each Googler is an
equally important part and a contributor to the success of the organisation.
6.1.4. Organizational Structure
At Google they have divided their resources with respect to the activities they are associated
with. It is majorly divided in to three parts:
• 70% of resources are devoted to their core job which is advertising and search
• 20% of resources are devoted to the activities related to the core activities
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18. • 10% of resources are devoted to the new projects which are different then the regular
once.
Google tries to keep the hierarchy of the organisation small so as maintain effective
communication and sharing of ideas becomes easier which is the core value of Google.
They have the compensation structure like the startup companies and reward employees
and teams at each stage.
Currently all employees of Google are their equity holders. They are rewarded on quarterly
basis by the founders for their outstanding achievements.
They have program wherein the employees have opportunity to devote 20% of their work time
devoted to pursue personal interests or hobbies. Orkut and Adsense is a result of this effort of
Google.
6.2. STUDYING YAHOO INC.
Founded in 1994 by Stanford Ph.D. students David Filo and Jerry Yang, Yahoo Inc. began as a
hobby and has evolved into a leading global brand. The two founders of Yahoo Inc., David Filo
and Jerry Yang, Ph.D. candidates in Electrical Engineering at Stanford University started their
student hobby in a campus trailer in February 1994 as a way to keep track of their personal
interests on the Internet. Before long they were spending more time on their home-brewed lists
of favorite links than on their doctoral dissertations. Eventually, Jerry and David's lists became
too long and unwieldy, and they broke them out into categories, then subcategories…and thus
the core concept gave rise to Yahoo Inc. Yahoo Inc. has changed the way people communicate
with each other, conduct transactions and access, share, and create information.
6.2.1. The Underlying Idea of the Business of Yahoo Inc.
The core of Yahoo’s strategy and operations is to become the starting point for Internet users; to
provide must buy marketing solutions for the world’s largest advertisers; and to deliver industry-
leading open platforms that attract developers and publishers.
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19. 6.2.2. Yahoo’s Values
1. There’s an intense focus on delivering the best products and services for its users and
deepening their relationships with partners and advertisers.
2. Users and advertisers create a virtuous circle - the more satisfied they are the more
engagement and monetization will flow.
3. To improve functionality and usability.
4. Yahoo Inc. is focused on powering its communities of users, advertisers, publishers,
and developers by creating indispensable experiences built on trust.
6.2.3. Tools Used by Yahoo Inc.
It is committed to empowering its users and employees through programs, products, and
services that inspire people to make a positive impact on their communities and build
relationships.
6.2.4. Products or Activations of Yahoo Inc.
1. Search Assist, to give users suggestions as they search, as well as Search Monkey, to give
website owners control over how their sites appear in search results - beneficial to our
franchise to deeply understand what users are looking for when they are online.
2. The next generation of Yahoo Mail also took shape in 2008, bringing together email, instant
messaging and mobile text messaging.
3. Yahoo One Search product, which now features voice-enabled search.
4. APT from Yahoo is an integrated web-based solution designed to bring publishers,
advertisers, networks and agencies together, and ultimately allow advertisers to better target
audiences not just on Yahoo but across the Web and allow publishers to better monetize
their content.
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20. 5. Over 2007, the Company has begun the shift from historically decentralized product silos to
creating a global product infrastructure. They have invested to unify platforms, processes and
codes to be more streamlined, efficient and effective, and to innovate more rapidly.
6. In 2008, the Yahoo! Open Strategy (Y!OS) was launched, a set of complementary developer
platforms designed to better open Yahoo to third-party developers and publishers which
invited developers to take advantage of our huge scale by writing applications that build on
popular properties, tap into millions of loyal users, and make users’ Internet experiences
more relevant and useful.
7. Yahoo Offerings also include Communities, Communications, Search, Connected Life,
Audience
6.2.5. Marketing Mediums
Online, television, print, radio, outdoor advertising, leverage global online network and their
distribution partnerships to market products and services to the right people at the right time.
With continued investment in global brand and product marketing, they continue to attract and
engage users, advertisers, publishers, and developers.
6.2.6. Yahoo as an Organisation
Yahoo Inc. re-aligned its organization to effectively focus on Key Customer Segments to
Capture Future Growth Opportunities.
The new structure is designed to drive this strategy by aligning the organization with four key
objectives:
1. Expand customer-centric culture and capabilities
Yahoo Inc. organized its services around audience segments and advertising customers, rather
than around products.
2. Create leading social media environments
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21. Yahoo Inc. leveraged its strong positions in community, communications, search, as well as
media content across its global network to create leading social media environments, which
encouraged every user on the Yahoo network to participate in the consumption and publishing of
information, and knowledge through tagging, reviewing, sharing of images and audio, and other
social media activities.
3. Lead in next-generation advertising platforms
Yahoo Inc. extended its industry-leading breadth of offerings to give the most diverse array of
advertisers, from large brand marketers to local merchants, every opportunity to connect with
audiences on and off Yahoo.
4. Drive organizational effectiveness and scale
Yahoo Inc. recruits and retains the best industry talent and focus its resources on high-impact,
network-wide platforms to help capture the most significant long-term growth opportunities.
Under the new structure, Yahoo Inc. has two customer-focused groups, each led by a
senior and experienced operating executive, and a strengthened technology function headed by
the chief technology officer. These groups are:
a) Audience Group
This group focuses on building the largest and most valuable audiences and relationships on and
off the Yahoo network, creating more unique, tailored and engaging experiences for Yahoo's
valuable users. The group will leverage the success the company has had to date, as the largest
global Internet destination, to further enhance its existing products in search, media,
communities and communications; build social media environment across Yahoo; open more
opportunities for users to take advantage of Yahoo tools and services off network and through
mobile and digital devices; and pursue growth opportunities in emerging international markets.
b) Advertiser & Publisher Group
This group leads the transformation of how advertisers connect with their target customers
across the Internet, with the goal of driving more value for more advertisers and publishers than
any other company. This group combines Yahoo's broad array of marketing solutions, its
industry leading sales teams, and its thousands of high quality distribution partners, to create a
21

22. full-fledged global advertising network on and off Yahoo. This is designed to benefit both
advertisers and publishers and significantly enhance the company's monetization capabilities, by
leveraging the size and scale of Yahoo!'s advertising network. Specifically, this group provides
customer-oriented solutions across all major segments, including large advertisers and agencies,
small- and medium-sized businesses, local advertisers, resellers and publishers, as well as
develop advertising platforms and marketplaces for the future.
c) Technology Group
In addition to closer engineering integration within product teams, Yahoo Inc. concentrates on
the key engineering talent and shift investment towards the development of high-impact,
scalable, global platforms and infrastructures to help capture the most significant long-term
growth opportunities. For example, this group leverages Yahoo's platform investments in
community to create the technology platforms for new social media environments. In addition, it
speeds the development of innovative, next generation advertising platforms.
In 2008, Yahoo Inc. as an organisation was simplified, priming to make big improvements in
product quality and operational efficiency while also better supporting our customers. This
started in February 2008 with streamlining the senior leadership team and creating new positions
focused on customer advocacy, marketing and international operations.
6.3. STUDYING FACEBOOK
Facebook was founded in February 2004 by Mark Zuckerberg as a social utility that helps people
communicate more efficiently with their friends, family and co-workers. The company develops
technologies that facilitate the sharing of information through the social graph, the digital
mapping of people's real-world social connections.
6.3.1. Mission
Facebook's mission is to give people the power to share and make the world more open and
connected.
6.3.2. Values
22

23. a) Freedom to Share and Connect
People should have the freedom to share whatever information they want, in any medium and
any format, and have the right to connect online with anyone - any person, organization or
service - as long as they both consent to the connection.
b) Ownership and Control of Information
People should own their information. They should have the freedom to share it with anyone they
want and take it with them anywhere they want, including removing it from the Facebook
Service. People should have the freedom to decide with whom they want to share their
information, and set privacy controls to protect those choices. Those controls, however, are not
capable of limiting how those who have received information may use it, particularly outside the
Facebook Service.
c) Free Flow of Information
People should have the freedom to access all of the information made available to them by
others. People should also have practical tools that make it easy, quick, and efficient to share and
access this information.
d) Fundamental Equality
Every person - whether individual, advertiser, developer, organization, or other entity - should
have representation and access to distribution and information within the Facebook Service,
regardless of the Person's primary activity. There should be a single set of principles, rights, and
responsibilities that should apply to all People using the Facebook Service.
e) Social Value
People should have the freedom to build trust and reputation through their identity and
connections, and should not have their presence on the Facebook Service removed for reasons
other than those described in Facebook's Statement of Rights and Responsibilities.
f) Open Platforms and Standards
23

24. People should have programmatic interfaces for sharing and accessing the information available
to them. The specifications for these interfaces should be published and made available and
accessible to everyone.
g) Fundamental Service
People should be able to use Facebook for free to establish a presence, connect with others, and
share information with them. Every Person should be able to use the Facebook Service
regardless of his or her level of participation or contribution.
h) Common Welfare
The rights and responsibilities of Facebook and the People that use it should be described in a
Statement of Rights and Responsibilities, which should not be inconsistent with these Principles.
i) Transparent Process
Facebook should publicly make available information about its purpose, plans, policies, and
operations. Facebook should have a town hall process of notice and comment and a system of
voting to encourage input and discourse on amendments to these Principles or to the Rights and
Responsibilities.
j) One World
The Facebook Service should transcend geographic and national boundaries and be available to
everyone in the world.
6.3.3. Facebook as an Organisation
According to a Bloomberg, Facebook has 1,000 employees as part of its workforce. But Mark
Zuckerberg feels that “The company’s building feels much more like a very large garage.”
Following are some unique activities/facilities of Facebook:
a) Fun
Facebook pairs innovation and passion with cutting loose and having fun: racing around on
RipStiks; playing Bughouse chess, a hand of poker, or a game of Risk; rocking out in their music
24

25. room; and embarking on all-night coding binges for new features and ideas. Their language team
rewrites the site in Pirate English, just for kicks. There's also an Ultimate Frisbee team, Nacho
Thursday, and all kinds of new fun being invented every week.
b) Health
To make the employees life easier, Facebook pays 100% of employee benefit premiums and
50% of any dependent premiums in the United States. This includes medical, dental, vision, life
insurance and disability coverage, as well as the Employee Assistance Program. They also
provide 50% reimbursement of most monthly gym fees. They comply with local regulations in
all non-U.S. locations.
c) Food
Facebook provides micro kitchens and lots of great, free snacks at just about all its major
worldwide locations. At Palo Alto headquarters, they also offer free breakfast, lunch and dinner
at their Cafe. Whether the employees looking for healthy salads, hearty world cuisine from
countries such as Belize and India, or just a couple slices of pizza, Chef Josef and his team of
culinary geniuses make it happen every day.
d) Family & Parenting
Facebook offers all eligible full-time, U.S. employees up to 4 months of Paid Parental Leave to
attend to the birth or adoptive placement of your child. While an employee is on Paid Parental
Leave, Facebook will continue your health benefits, stock vesting, 401 (k), gym membership and
Purple Tie as if you had continued to work full-time. Facebook also will provide $4,000 baby
cash to all new custodial parents who are full-time U.S. employees at the time of birth or
placement.
e) Day Care
All full-time regular employees who have one or more children age 5 or under at any point
during the calendar year (incurred after your start date) are eligible to be reimbursed for up to
$3,000 toward day care/babysitting assistance per year.
25

26. f) Paid Time Off (PTO)
Facebook offers 21 days of paid vacation to make sure the employees take a break once in a
while.
g) Sick Time and Holidays
If the employee is sick, he can stay home and get better (unlimited sick days). There are also 11
paid holidays observed at Facebook.
h) Saving & Retirement
Automatic payroll deduction lets U.S. employees contribute between 1% and 75% of your
eligible pay up to the annual IRS dollar limit. Facebook also provides Fidelity BrokerageLink
and a self-directed brokerage account to give you expanded investment choices.
i) Internal Speakers Series
Almost every week, Facebook brings in someone from outside Facebook to talk about their
experience and what they're passionate about. The company likes to bring in people who they
know will give them something to think about. Some of the guests were Gloria Steinem, Gavin
Newsom, and Ashton Kutcher.
j) Discounts
Facebook gives discounts from companies such as Microsoft, Dell, Apple and AT&T.
k) Transportation
Purple Tie provides laundry, dry cleaning, photo processing, and leather repair for Palo Alto
employees. They can drop their laundry off at work and Facebook will return it right to your
desk.
6.4. STUDYING TWITTER
Initially inspired by the concept of an ‘away-message’ merged with the freedom and mobility of
SMS, Twitter began as an experiment in 2006 by Jack Dorsey. When value as an instant
communication network during shared events like earthquakes, conferences, and festivals
emerged, Twitter began to grow and Twitter, Inc. was founded in 2007. Today, Twitter is a
26

27. privately funded company based in San Francisco; CA. Twitter lets you write and read messages
of up to 140 characters, or the very length of this sentence, including all punctuation and spaces.
The messages are public and you decide what sort of messages you want to receive, Twitter
being a recipient driven information network. In addition, you can send and receive Twitter
messages, or tweets, equally well from your desktop or your mobile phone.
6.4.1. Twitter Values
Twitter values talent, creativity, and a sense that anything is possible.
6.4.2. Tools Used
Twitter’s core technology is a device agnostic message routing system with rudimentary social
networking features. By accepting messages from sms, web, mobile web, instant message, or
from third party API projects, Twitter makes it easy for folks to stay connected.
6.4.3. Marketing Mediums
The following are the mediums used by Twitter:
a) Twitter as a Media Outlet
One can use Twitter to post news or updates about your company or products.
b) Promotional Palace
It's not uncommon for companies to post promotions, sales, or specials on Twitter. An example
would be Dell, they do it well.
c) Create Character in Your Brand
Twitter is a fantastic tool in giving your brand a voice and a personality. Being successful in
Twittering helps one to put forth their personality and a unique style. That's what makes the
difference and can increases one’s Twitter following and thus makes it a successful marketing
tool for all.
d) Customer Service and Chit Chat
This medium of communication is all about conversation and about talking to the prospects and
consumers; interacting with them.
27

28. 6.4.4. Twitter as an Organisation
Twitter is a small company with a bright future. They believe they are changing the world. And
in so doing, they are building something hugely valuable and worthwhile. They are fewer than
30 people today. But as their business is developing, they are hiring very seriously. They value
talent, creativity, and a sense that anything is possible. They are well-funded and building a
company to last.
Twitter has created a beautiful office space in the heart of SOMA in San Francisco. It's very
open, has tons of windows (with views), collaborative workspaces, whiteboards-a-plenty, and
just the right amount of meeting space. They provide the best equipment money can buy and
offer free breakfast, snacks, and often lunch. Good burritos, great coffee, and Whole Foods are
just blocks away.
Though they are a small company, they provide very lucrative benefits pertaining to 401k, flex
spending, health, dental, vacation, stock options, and all that stuff. Plus, everyone gets a
meaningful stake in the company's long-term success.
At Twitter, the present employees are a unique group of folks who have built products and
services at companies such as Google, Blogger, Xanga, CNET, Danger, AOL, Samsung, Sony
Ericsson, Vodafone and lots more. And each has brought his or her experience and skills to
Twitter to build the best thing they've worked on yet.
7. STUDYING PERSONALITIES
In order to give a different direction to our research, we studied two personalities: Mahatama
Gandhi and Barack Obama who have made a difference in the lives of individuals they dealt
with. Studying Mahatama Gandhi took us back into the struggle for India’s freedom and
studying Obama takes us just a couple of years back to study his efforts in getting U.S.A. out of
the economic crisis. We have described these personalities just like we described companies
above taking into consideration the following:
1. What are their Activations or what was and has been responsible for their success?
2. What are the Tools used by them for their success today?
28

29. 3. What are the Values on which these companies are built?
4. What is the Organisational Culture they follow?
5. What are the Sources of Media used by them?
7.1.STUDYING GANDHI
Gandhi dedicated his life to the wider purpose of discovering truth or Satya. He tried to achieve
this by learning from his own mistakes and conducting experiments on himself. Gandhi stated
that the most important battle to fight was overcoming his own demons, fears, and insecurities.
Gandhi summarized his beliefs first when he said “God is Truth”. He would later change this
statement to “Truth is God”. Thus, Satya (Truth) in Gandhi's philosophy is “God”.
Although Mahatama Gandhi was in no way the originator of the principle of non-violence, he
was the first to apply it in the political field on a huge scale. In applying these principles, Gandhi
did not balk from taking them to their most logical extremes in envisioning a world where even
government, police and armies were nonviolent.
Gandhi spent much time advocating vegetarianism during and after his time in London. To
Gandhi, a vegetarian diet would not only satisfy the requirements of the body, it would also
serve
an economic purpose as meat was, and still is, generally more expensive than grains, vegetables,
and fruits. Also, many Indians of the time struggled with low income, thus vegetarianism was
seen not only as a spiritual practice but also a practical one. He abstained from eating for long
periods, using fasting as a form of political protest. He refused to eat until his death or his
demands were met. It was noted in his autobiography that vegetarianism was the beginning of
his deep commitment to Brahmacharya, without total control of the palate, his success in
Bramacharya would likely falter.
29

30. Gandhi earnestly believed that a person involved in social service should lead a simple life
which he thought could lead to Brahmacharya. His simplicity began by renouncing the western
lifestyle he was leading in South Africa. He called it "reducing himself to zero," which entailed
giving up unnecessary expenditure, embracing a simple lifestyle and washing his own clothes.
On one occasion he returned the gifts bestowed to him from the natal are for his diligent service
to the community.
Gandhi was born a Hindu and practiced Hinduism all his life, deriving most of his principles
from Hinduism. As a common Hindu, he believed all religions to be equal, and rejected all
efforts to convert him to a different faith. He was an avid theologian and read extensively about
all major religions. He had the following to say about Hinduism.
It will be pertinent to point out as to what Mahatma Gandhi considered to be the role of
newspapers. He wrote: “In my humble opinion, it is wrong to use a newspaper as a means of
earning a living. There are certain spheres of work which are of such consequence and have such
bearing on public welfare that to undertake them for earning one’s livelihood will defeat the
primary aim behind them. When further a newspaper is treated as a means of making profits, the
result is likely to be serious malpractices. It is not necessary to prove to those who have some
experience of journalism that such malpractices do prevail on a large scale.” He was of the
opinion that newspapers were meant primarily to educate the people. They made the latter
familiar with contemporary history. This was a work of no mean responsibility. It was a fact,
however, that readers could not always trust newspapers. Often facts were found to be quite the
opposite of what has been reported. If newspapers realised that it was their duty to educate the
people, they could not but wait to check a report before publishing it. It is true that often they
had to work under difficult conditions. They have to shift the true from the false in a short time
and can only guess the truth. Even then, he was of the opinion that it was better not to publish a
report at all if it has not been found possible to verify it.
Gandhi envisioned Satyagraha as not only a tactic to be used in acute political struggle, but as a
universal solvent for injustice and harm. He felt that it was equally applicable to large-scale
political struggle and to one-on-one interpersonal conflicts and that it should be taught to
everyone.
30

31. Gandhi was undaunted by the task of implementing such a utopian vision in India. He believed
that by transforming enough individuals and communities society at large would change. He
said, “It may be taunted with the retort that this is all Utopian and, therefore not worth a single
thought... Let India live for the true picture, though never realizable in its completeness. We
must have a proper picture of what we want before we can have something approaching it.”
The Salt Satyagraha was a campaign of nonviolent protest against the British salt tax in
colonial India which began with the Salt March to Dandi on March 12, 1930. It was the first act
of organized opposition to British rule. Mahatma Gandhi led the Dandi march from his
Sabarmati Ashram to Dandi, Gujarat to produce salt without paying the tax, with growing
numbers of Indians joining him along the way. When Gandhi broke the salt laws in Dandi at the
conclusion of the march on April 6, 1930, it sparked large scale acts of civil disobedience against
the British Raj salt laws by millions of Indians.
The charkha (etymologically related to Chakra) was both a tool and a symbol of the Indian
independence movement. The charkha, a small, portable, hand-cranked wheel, is ideal for
spinning cotton and other fine, short-staple fibers, though it can be used to spin other fibers as
well. The size varies, from that of a hardbound novel to the size of a briefcase, to a floor
charkha. Mahatma Gandhi brought the charkha into larger use with his teachings. He hoped the
charkha would assist the people of India achieve self-sufficiency and independence, and so used
the charkha as a symbol of the Indian independence movement and included it on earlier
versions of the Flag of India.
Mahatma Gandhi began promoting the spinning of khadi for rural self-employment and self-
reliance in 1920s in India thus making khadi an integral part and icon of the Swadeshi
movement. The freedom struggle revolved around the use of khadi fabrics and the dumping of
foreign-made clothes. Thus it symbolized the political ideas and independence itself, and to this
day most politicians in India are seen only in khadi clothing. The flag of India was only allowed
to be made from this material, although in practice many flag manufacturers, especially those
outside of India, ignore this rule.
31

32. In South Africa, Gandhi faced discrimination directed at Indians. He was thrown off a train at
Pietermaritzburg after refusing to move from the first class to a third class coach while holding a
valid first class ticket. Traveling farther on by stagecoach he was beaten by a driver for refusing
to travel on the foot board to make room for a European passenger. He suffered other hardships
on the journey as well, including being barred from several hotels. In another incident, the
magistrate of a Durban court ordered Gandhi to remove his turban - which he refused to do.
These events were a turning point in his life, awakening him to social injustice and influencing
his subsequent social activism. It was through witnessing the firsthand racism; prejudice and
injustice against Indians in South Africa that Gandhi started to question his people’s status
within the British Empire, and his own place in society.
Gandhi extended his original period of stay in South Africa to assist Indians in opposing a bill to
deny them the right to vote. Though unable to halt the bill’s passage, his campaign was
successful in drawing attention to the grievances of Indians in South Africa. He helped find the
Natal Indian Congress in 1894, and through this organization, he moulded the Indian community
of South Africa into a homogeneous political force. In January 1897, when Gandhi landed in
Durban he was attacked by a mob of white settlers and escaped only through the efforts of the
wife of the police superintendent. He, however, refused to press charges against any member of
the mob, stating it was one of his principles not to seek redress for a personal wrong in a court of
law.
In 1906, the Transvaal government promulgated a new Act compelling registration of the
colony's Indian population. At a mass protest meeting held in Johannesburg on 11 September
that year, Gandhi adopted his still evolving methodology of Satyagraha (devotion to the truth),
or non-violent protest, for the first time, calling on his fellow Indians to defy the new law and
suffer the punishments for doing so, rather than resist through violent means. This plan was
adopted, leading to a seven-year struggle in which thousands of Indians were jailed (including
Gandhi), flogged, or even shot, for striking, refusing to register, burning their registration cards
or engaging in other forms of non-violent resistance. While the government was successful in
repressing the Indian protesters, the public outcry stemming from the harsh methods employed
32

33. by the South African government in the face of peaceful Indian protesters finally forced South
African General Jan Christian Smuts to negotiate a compromise with Gandhi. Gandhi's ideas
took shape and the concept of Satyagraha matured during this struggle.
7.1.1. Symbolic Tool to represent Mahatama Gandhi
From the above values, characteristics, features and activations of Mahatama Gandhi, we came
up with a symbolic tool to link the same to our study:
Personal Characteristics
• Philosopher Media
• Newspapers
• Listening and public • Radio
speaking skills • Word of mouth
• Influencer • Letters
• Festivals
• Futurist
Values
• Truth
• Non-violence
• Vegetarianism
• Simplicity
• Faith
Mahatma
Activation/Tools/Theme
• Swadeshi movement
Ignition Point • Swaraj
• The oppression in South • Salt Satyagraha
Africa drove him to fight for
the struggle. • Quit India
Symbols movement
• Charkha
• Khadi
33

34. 7.2.STUDYING OBAMA
Obama sold the idea of hope to Americans who were in trouble due to recession, war etc. He
gave them the hope that with change, their lives will improve. He mentioned that, “We will work
toward the global peace and stop the ongoing war with Iraq”. He energized America. The
emotional appeal was backed with solid and specific policy details.
His biography acted as means of promotional media. The negative criticism was countered by
his team well in advance.
He used the power of youth. He involved the youth of America in his entire campaign. He
involved them as donors or as a work as field organizers, neighborhood canvassers, or just
general office staff. It has often been noted that the young people of America are left out of
politics, but the Obama’s campaign discovered the power of the youth.
He realised the need of a web campaign as an American citizen made the extensive use of
technology. His web campaign resulted in attracting the tech savvy population of America. He
used all channels of web media be it blogs, social media such as Facebook, emails, user-
generated content, personal website and even video games.
The donors for fund raising campaign were registered and sent updates on campaign regularly
and expenses which lead to trust and system of transparency. Also, his campaign was never
insufficient of funds unlike other contenders.
His entire speech was subtle and well crafted. It was directed towards the central theme of hope
and change.
Obama's personal charisma, listening and public speaking skills, consistent positive and
unruffled demeanor and a compelling biography attracted the attention and empathy of voters.
The black community was involved emotionally as he was going to create a history on becoming
the first black president.
34

35. 7.2.1. A Symbolic Tool to represent Barack Obama
From the above values, characteristics, features and activations of Barack Obama and his team,
we came up with a symbolic tool to link the same to our study:
Personal Characteristics
• Obama's personal charisma
• Listening and public speaking Media
skills • Power of
youth
• Professional Speech • Biography
• Websites
• Attention-getting without being
• Personal
Values in-your-face
website
• Transparency ( In • Changed the myth by being the • Mobile
terms of spending of
fund raised through • Blogs
campaign)
• Empathy • Television
• Positive Attitude
Obam
Idea
a
• Hope of better future and need
Activation/Tools/Theme
for change
• Involving citizens by the way • Hope and change only
of donors and helpers in can improve the lives of
campaigns resulted in religious Americans
supporters • End of war
• Stress on Americanism • Beginning of peace
Symbols
• Imaginative • First black president
campaign
logo
35
• Obama crest
• Symbol of
recovery

36. 8. THE AWAKENING
From our study above with organisations and personalities, the following were our best
learnings:
1. Uniqueness in the work done.
2. Position distinctly the underlying message every client wants to deliver to the target
audience.
3. Focus on doing things. No talks, meetings or emails to be sent relating to work if the work
is not getting done.
4. Advertising defined is anything that would make clients famous.
5. Strong and resilient work culture.
6. Every employee who begins new work to be assigned a Sensei. Sensei to be selected
based on his or her knowledge of the culture of the organisation and belongs to a different
department than the employees of the current department. This would enable cross
pollination to happen between departments and know exactly what the other department
does.
7. An idea to be judged solely by its merit as good ideas can come from anywhere, from any
person in any department at any level.
8. Treating suppliers or any other stakeholder of the organisation like fellow employees.
9. Focusing on deadlines from the start and do whatever is humanly possible to meet them.
10. Using any mode of media to convey a message ranging from an online film, an event on
the street, a book or something unimaginable.
11. Engage audiences, creating messages, often in unexpected places, that people welcome
and even seek out.
12. Survey employees to find out what they liked and disliked about the company.
13. Empower staffers and motivate them to do their best work.
14. Action oriented delivery style.
36

37. 15. Focus on saying things in a memorable way.
16. Open and observant to what’s happening in and around the environment and learnt to
understand what ticks people.
17. Adapt to clients needs and the culture.
18. Informal, flexible, and non hierarchical with a front foot approach to employees.
19. 360 degree integration of an idea.
20. Appraisal system should be customised as per teams.
21. Induction should be made a part of the training module.
22. Commitment to innovation to depend on everyone being comfortable sharing ideas and
opinions.
23. Transparent work culture.
24. The hierarchy of the organisation to be small in order to maintain effective
communication and sharing of ideas become easier which is the core value of Google.
25. The employees to have opportunity to devote 20% of their work time devoted to pursue
personal interests or hobbies.
26. Empowering users and employees through programs, products, and services that inspire
people to make a positive impact on their communities and build relationships.
27. Connect with anyone.
28. A platform to share whatever information one may want.
29. A healthy work environment to lead to productivity and happiness.
30. Empathy.
31. Positive Attitude.
32. Truth.
33. Non-violence.
34. Vegetarianism.
35. Simplicity.
36. Faith.
37

38. 9. THE SYNTHESIS OF OUR LEARNING THROUGH MIND MAPPING
Treating all stakeholders as employees Sensei or a Advertise anything that Transparent
E.g. CP+B treats all its suppliers as mentor from E.g. Google, All
makes client famous Adopting to client
employees another team to employees can
E.g. CP+B needs & culture talk to one
enable cross
E.g. CP+B another
pollination
E.g. GS&P irrespective of the
Self Actualization hierarchy
E.g. O&M encourages Creativity
employees to do what they like. Positive Attitude
E.g. O & M’s drive for
Google allocates 20%of work E.g. Obama
Empowering staff excellence in creativity
time of employees to pursue Truth
their hobbies E.g. GS&P, handover of E.g. Mahatma Gandhi
day to day activities to
their creative team Simplicity Open work
Goal Oriented
E.g. CP+B focuses on the E.g. Mahatma Gandhi culture
deadlines to be met E.g. Twitter Influencer
Leadership style of E.g. Mahatma Gandhi
the department head
Disciplined
Small Hierarchy E.g. Sumanto of O&M
E.g. Mahatma Gandhi Empathy
E.g. Google uses small uses the result Strong and
oriented style E.g. Obama
hierarchy for effective resilient work
communication culture
Deterministic Persistent E.g. CP+B
Non E.g. CP+B E.g. Mahatma Gandhi
Definition of good meeting is
meeting which ends with stagnating
environment
clear understanding of
E.g. O&M
actions to be taken Induction as a part of training
E.g. CP+B module
Creative E.g. ONM, New employees are
inducted on organization culture
Finding out what Customer
employees like and
dislike
centric
Eg. Yahoo which
organization Resource allocation as per
activities
of the future
E.g. Surveys offers speedy
E.g. Google’s allocation of
conducted by GS&P search results,
resources as per the activity
in 1999 resulted in a wide range of
streamlined approach software
to new business Flexitime
Appraisals should not be standard E.g. Google, Twitter
Reward employees at every step Informal,
E.g. O & M, Measured only on creative work
E.g. Google flexible and non
hierarchical done by employees
E.g. O & M Involve more and more
Creating products which brings people
all stakeholders on one platform N=1 E.g. Obama
E.g. Yahoo Dynamic E.g. CP+B, Work done is custom
E.g. At Google made Change the way
Focus on
Meritocracy commitment in people
delivery
E.g. CP+B, An idea to be innovation is communicate
Distinct delivery of E.g. Yahoo
solely judge by its merit, being able to E.g. Google
share ideas underlying message
irrespective of the place and E.g. O & M, Focusing on the
hierarchy it comes from. things to be said in a Action oriented approach
Empowering employees memorable way E.g. CP+B, PPTs cannot substitute for the
E.g. In Yahoo, they create CB+B: Dominos campaign of work to be done,
360 degree integration of an “Have It Your Way!!!” O & M: “Baby ki Mundi Kaato” Workshop
products which inspires
idea which suits the
communities to have positive
customer requirements
E.g. In O & M, PR, rural
impact on communities 38
advertising, DM, digital, events
are under one roof.

39. Improving the functionality and Environment Scanning
usability o the product E.g. O & M’s Piyush Pandey
E.g. Yahoo
KEY
Culture Processes Values Features
10. THE CONSTITUTION OF THE CREATIVE ORGANISATION OF THE FUTURE
A step towards innovation will help an organisation grow. Through our research in the most
creative organisations and people, our attempt was to embed the key findings to create an
organisation of the future in the form of a constitution. The constitution we frame will enable us
to include the features, processes, values and the culture of a creative organisation of the future.
The constitution proposed by us as given below is our recommendation on constructively
creating the “The Creative Organisation of the Future” and thus applies to the organisation as a
whole.
Our Proposed Constitution:
We resolve to creatively construct the organisation of the future and
To secure to all its employees the right to equality and empowerment;
Inculcating in the organisation, the values of:
Customer centricity in order to adapt to clients needs and culture;
Resilience to adapt to the changing environment;
Transparency to enable one platform of communication with each and every employee;
Persistency to reach the desired goal and optimism;
To inculcate discipline as a way of life;
Being simplistic in nature and
Induce integrity in the organisation.
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40. The organisation should enable an open work culture;
And provide common platforms for all the stakeholders;
And treat all of them (stakeholders) as employees and ensure their satisfaction to the maximum
possible extent.
Meritocracy should be guaranteed when it comes to judging of an idea; irrespective of the place
and hierarchy it comes from.
Time should be utilized at its optimum capacity,
And thus good meetings should be defined with a clear understanding of the actions to be taken.
The organisation should envision creating products which inspire communities to have positive
impact on them.
11. THE CONCLUSION
This research helped me to look at an organisation from a perspective away from the theory
taught to us in books. It has helped us to learn the fact that the best practices may not necessarily
be present in the organisations which belong to the same sector. We can also conclude that
Productive organisations and personalities are universal.
Values of organisations and personalities are universal.
In our research, we picked up the best practices from organisation of the same and different
sectors as well as from personalities. This research makes us think of a different approach to
constructively creating an organisation of the people, by the people and for the people.
The limitation to our research was the primary research that we were able to conduct in only
two companies out of the seven companies we studied in detail.
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41. 12. REFERENCES
a) About Crispin Porter Bogusky (CP+B)
http://cpbgroup.com/#cpb
b) About Goodby Silverstein & Partners
www.goodbysilverstein.com
c) About Google
news.google.com/intl/en/about_google_news.html
google.about.com
d) About Yahoo Inc.
http://in.docs.yahoo.com/hr/
http://in.docs.yahoo.com/info/
http://en.wikipedia.org/wiki/Yahoo
e) About Facebook
http://www.facebook.com/principles.php
http://en.wikipedia.org/wiki/Facebook
f) About Twitter
http://en.wikipedia.org/wiki/Twitter
http://twitter.com/about
g) About Obama
obama-zone.com
h) About Mahatama Gandhi
www.mkgandhi.org/
i) Book: The New Age of Innovation by C.K. Prahalad
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