Charlotte Beers at Ogilvy & Mather Worldwide Case Study

8/19/2019 Charlotte Beers at Ogilvy & Mather Worldwide Case Study

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harlotte Beers at Ogilvy & Mather Worldwide

BSTRACT

his paper deals with the challenge “ I ” - Charlotte Beer is facing at Ogilvy & Mather Compan

hich deals with the change in management and sustaining the visionary

irection.

harlotte Beers was appointed as the CEO and Chairman at Ogilvy & Mather in 1992. During her

irst few weeks at O&M, she made a group of top executives who were possionate for the change

n the organization for the future growth, called Thirsty For Change to manage the internal

onflicts of the organisation.Charlotte’s vision was to implement the brand image of the O&M

ecause the company was losing its core local clients which accounted the major profit of the

ompany.

n this paper, description of team composition, set of skills, culture and team process with

heir development stages is given. Ultimately this paper deals with a set of actions to be

aken in the future.

inal Case Analysis : Charlotte Beers at Ogilvy & Mather Worldwide

EADERSHIP PROBLEM / CHALLENGE

have to recognise the main problem which is affecting the Ogilvy and Mather Worldwide. The

&M worldwide is in the transitional stage of the organizational development, between the

revious stage of multi directional approach and uniform customer centered and customeized

rand Stewardship. The main focus during the next financial year would be an transformationaldoption of work dynamics. The year 1993 was the most problematic year for the O&M Worldwide.

aced a problem regarding making a group with a vision. The concept of Brand Stewardship can

ot be appropriately evaluated for its functionality unless it has been understood by the

mployees and the higher level executive of Ogilvy & Mather Worldwide.

he concept of Brand Stewardship is worthless until we limit the use of same concept by the

ompetitors. The company adopted a revolutionary change for the methodology and working towar

he mission, which was to evaluate the concept of Brand Stewardship. By the implementation of

rand Print and Advertising Campaign by central WCS team, the local agencies limited their

ocus to local markets. The WCS will work towards the business development processing to focu

ainly on global clients with a planned matrix structure. Balancing the rewards effectively i

lso required to enhance the company’s competitive advantage.

OALS AND PRIORITIES

PERATIONAL REGULATION

perational regulation is one of the major restrictions of local agents in Brand

tewardship personalisation. The education of local agencies regarding the long term

enefits of Brand Stewardship is requierd to focus on long term priorities. Operational

egulation is required to effectively relate the success of Brand Stewardship for a more

inancial prosperity.

oreover, identification of different resources to provide benefits to the revenue loss

nd successful understanding of WCS schematics are required for the compensation and

ewards. In addition, for the operational regulation, assessment of financial loss in present

tate is also required. The short term goals of local companies, financial resources and

haring of financial security by the local companies may limit the operational regulation.

UILDING CONFIDENCE

or the enhancement of appropriateness between the Ogilvy & Mather’s

rganizational structure, processes, strategies and workforce building confidence is also

andatory which can be achieved by regular workshops about the effectiveness and

enefits of Brand Stewardness. This may help in the motivation of employees. The

orkshops can be arranged with the help of a good training force which can resemble the

ision of Brand Stewardship effectively.

n addition, the progress of the program can be evaluated by feedback sessions and

hrough the evaluation of the local agencies. The main limiting part of this process is the

nvolvement of time for the workshops and the revenue to be spent on such workshops to



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ntertain and to get the feedback from the employees and the local agecies.

EAM ASSESSMENT

rom the concepts of Organizational Behaviour, I beleive that a person can not do any

ork as efficiently as he/she can do it with and in a team. Hence, the team approach

lways creates a potential decision. Different viewpoints may mobilize the accuracy and

reativity in a team and may generate more alternatives.

. Context and Culture

o focus more on branding and on customers the visionary context is must. Top line

xecutive of the company has his own way of thinking about the visionary context

ut as an organization the O&M still lacks confidence. For the visionary focus on

ustomers and the brand, brainstorming is must because Brand Stewardship is not

ossible without brainstorming.

. Team

Rod Wright

◦ President for formulation process in Asia Pacific

◦ His main visionary follows methodology of Mc Kinsey 7S model

Shelly Lazarus

◦ President for New York division

◦ Vision for Brand Stewardship is a conceptual mechanism which is enhancing

self esteem and she wants architectural change in the organization.

Mike Walsh◦ Chairman for United Kingdom offices

◦ Anticipated that team would take more time to articulate the vision clearly

◦ Beleives brainstorming and popularity as key success facets

Kelly O’Dea

◦ Director of Worldwide Client Services, London

◦ Argues that concept of Brand Stewardship is not embraced into everyday

practice as it is not clearly understood.

Harry Reid

◦ CEO of O&M, London

◦ Strongly beleives in visionary internal transformation with powerful strategy and

business mission.

Reimer Thedens

◦

VC of O&M, Frankfurt◦ Share similar perspectives of change with Harry Reid

◦ Argues that Brand Stewardship is relevant to O&M’s direct methodology

Louis Bassat, Bill Hamilton and Robyn Putte – Creative Crew

◦ Creative Directors of O&M at Spain, New York and South Africa respectively.

◦ More concerned about inspirational creaivity

. Team Process & Stage of Development

roup has more uncertainity for the brand image and for the development.

he company started with the forming stage, for clear authoritative vision change,

rocess development. Our team applied stop look and go approach.

n 1993, we started with the strming. We attend more on the brand and vision of the

ompany. o’dea’s approach for the geographic fragmentation is about the brand

tewardship concept. It helped us to generate brand audit and another successful

ttribution for the process. Wright and Walsh have the popularity concept. This

ajor focus on the structural modification and institutionalization for the change.

helly has more focused on the clients needs and structural changes. Reid and

hendens were passionate about the financial discipline. We transit via norming

tage, we had certain degree of cohesiveness. Brand stewardship has been started

ith the WCS schematics. In performing stage we effectively manage the change.

fter future vision we mobilize the energy in the managing transition.

CTION PLAN

. Vision Awareness ( Shelly )

he vision awareness is at the topmost priority to help te local office to understand

he Brand Stewradship.The most important factor for the change is the awareness


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f the vision. Until the executives and the local agencies are not aware about the

ision they will not be able to understand the concept of Brand Stweardship. The

ocal agencies will correlate everything with their loss of identity.

helly is good for the schematic articulation as she likes drastic internal

ranformation.

. Winning over Financial instability ( Reid and Thedens )

ocal agencies are very much less interested about the magnitude of global vision

ecause they are more confined to provincial business.

eid and Thedans have this operational efficiency to mobilize an appropriate

imension towards the goal of Brand Stewardship. The risk may be only the

nvestment of time and resources but making some structural changes with the

inances may help local agencies to work towards ultimate vision.

. Institutionaization of Brand Stewardship ( Walsh and O’Dea )

ustaining and institutionalizing change is the another component of effective

hange management.

alsh will help recognizing the appropriate implementation of tactics and the risk of

nitial apprehension can be overcome by the competencies created with the

ompany’s formulation.


. Rewards and Campensation ( Creative Crew )

reative crew of the company at different locations around the world will help in

ase of the rewards and better compensation as their concept of Brand Audit is veryuch impressive. There may be a risk of unhealthy competition between WCS and

ocal agencies in publishing the manipulated effort.

. Focus of long term, sustained growth ( Shelly )

rand Stewardship is just the beginning of a revolutionary momentum in O&M.

fter institutionalization of the vision, we need to still provide the zeal for client

entric image. O&M's should be committed for long term and sustained momentum.

he enthusiasm of Brand Stewardship will be mortal and vulnerable for many

xternal factors. Company should constantly regularize its attitude towards

ustomers and their image.

helly will lead this project also, as she substantially believes in development of

&M's image to be primarily client orientated. There are enough resources to ratifyhis vision within our local offices. They are so powerful and gullible towards the

tructured growth.

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Charlotte Beers at Ogilvy & Mather Worldwide Case Study