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Celebrate – Structuring for Growth Taking your agency to the next level requires focus, a healthy dose of honesty and, most importantly, A PRIORITIZED PLAN…beautifully executed. Most agency leaders face similar questions. Evolving Capabilities: What capabilities do we need to add to grow? Should they be in-house or can they be outsourced? Technology: How do I evolve the agency to meet client expectations without committing to a structure that will become obsolete and/or a financial burden? Talent: How do I motivate my best people to stay as I recruit outside talent to give us the additional perspective we need to change? What do I do when the agency has grown beyond the potential of some of my senior people? How can I use a philosophy on compensation as a retention vehicle? Priorities: As I move to structure the agency for growth, where should I focus our time and resources first, second, third, etc. What is the plan? Speakers: Elizabeth Zea, Partner, JUEL Consulting June Blocklin, Partner, JUEL Consulting
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Structuring for GrowthJUEL Consulting
2007 The Future of
Talent
2007 environmental
shift of Darwinian
proportions
Charles Darwin
HYBRIDS
BBH Eliminates Account
Management
DRAFT and FCB MERGE
20071. TBWA2. Goodby3. Crispin4. Saatchi5. Martin6. BBDO7. Vidal8. R/GA9. EuroRSCG10. BBH
20131. 72andSunny2. 360i3. Grey4. R/GA5. Droga56. Pereira & O’Dell7. La Communidad8. Mullen9. Razorfish10. Deutsch
It is a great time to be an independent agency.
Are you doing all you can to take advantage of the changing agency landscape?
What else could/should you be doing to position your company to grow?
Specifically, do you have a Proactive Plan in place to Structure for Growth?
BUT…
Public Relations Digital Luxury Field MarketingIntegrated Promotions Advertising
$5-$25 million in revenue
Evolving Capabilities: Is the business I am in now the business I need to be in for the future? What capabilities do we need to add to grow?
Investment in Technology and Data: Where do I invest to meet demand and create maximum value? How do I manage the risk of such a significant investment?
Talent: How can I motivate my best talent to stay as I recruit outside talent to give us the additional perspective we need to evolve? What do I do when my agency has grown beyond the potential of some of my senior people?
Structure: Given all the above, does bigger necessarily equal better? What should I in-source? What can I afford to out-source? How can I evolve my agency’s structure to capitalize on the new environment? How can I use my size to my advantage?
THE SAME QUESTIONS…
There is no one answer…
There is a SYSTEMATIC APPROACH to getting to the right answer for your agency…
Philosophy
Purpose
Priority Plan
Process
…to get to a Proactive Plan
(and some anecdotes to keep things lively)
Philosophy1. What values do you uphold? 2. What do you want out of and from your business? 3. What is your end goal? 4. If you were to leave the agency, who would replace you? 5. If you have multiple owners, are the equity partners aligned?
PhilosophyPurpose1. What business are you in?2. What business do you want to be in? 3. What change do you need to effect to get there?4. Where does your agency fit within the competitive landscape? 5. How do your clients view you? Will they go to where you want to go? 6. What capabilities do you need to take the agency to the next level?7. Do you have the right people to get there? 8. Is the agency’s compensation model structured in a way that will drive
your business purpose? 9. How fast do you want to effect change? 10.If you have multiple owners, are the equity partners aligned?
PhilosophyBusiness Purpose Priorities1. What do you need to do to get there? What comes 1st, 2nd, 3rd etc. 2. Who “owns” what?
PhilosophyPurpose PrioritiesProcess1. Who ultimately is responsible for making sure the Priority Plan is executed? 2. What check-points will be put in place to ensure the Priority Plan is completed3. Who will be accountable for leading this process again next year?
Philosophy1. What values do you uphold personally? What values drive the agency? Are they aligned?2. What do you want out of and from your business? Both personally and professionaly?3. What is your end goal? (exit strategy and timeline)4. If you were to leave the agency, who would replace you? (succession planning)5. If you have multiple agency owners, are the equity partners in alignment on the above?
Purpose 6. What business are you in?7. What business do you want to be in? 8. What change do you need to effect to get there? Personally, across your senior team and from a capabilities standpoint?9. Where does your agency currently fit within the competitive landscape? (competitive assessment)10. How do your clients currently view you? Are they willing to go to where you want to go? (client and prospect interviews)11. What skill sets/capabilities do you need to take the agency to the next level?12. Do you have the right people to get there? (talent audit)13. Is the agency’s compensation model structured in a way that will drive your business purpose? (compensation philosophy/plans)14. How fast do you want to effect change? Are you willing to do it at the expense of margin? 15. If you have multiple agency owners, are the equity partners in alignment on the above?
Priorities16. What do you need to do to get there? Specifically, what comes 1st, 2nd, 3rd etc. (priority plan)17. Who “owns” what?
Process18. On a macro level, who ultimately is responsible for making sure the Priority Plan is executed? 19. On a tactical level, what meetings/check-points will be put in place to ensure the Priority Plan is completed?20. And moving forward, who will be accountable for leading this process again next year?
Structuring for Growth
The method of the enterprising is to plan with audacity and execute with vigor.
Q&A
