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Group B presentation
Transcript of Group B presentation
Getting all members of the organization to change the culture to be more collaborative and inclusive of other offices' staff in addition to the theoretical base of this vision made it difficult for everyone to understand. The most important part of this vision is that Beers was behind it and truly believed it would make the entire organization better.
The commitment she made to making the change shows her depth of leadership, skill, and passion for Olgivy and Mather. It was the translation of the message to everyone else that hindered the
immediate success and buy-in from members of the
organization at every level. Assessment of the Vision Creating a Vision While Brand Stewardship was shared and implemented within the organization, Beers' enthusiasm continued to grow while she learned out to more clearly explain her vision. However, problems still existed for Beers and Olgivy and Mather. Key challenges facing
Beers at the end of 1994 Conclusion Problem One: A Cult of Personality
Olgivy and Mather was founded upon a kind of cult of personality, the stylish and quirky David Ogilvy. After Olgivy's retirement in 1975, subsequent leaders were less charismatic, lacking Olgivy's "presence" (p. 2). That laid the foundation for loss of organizational identity, and lack
of a guiding vision as client needs
evolved. Problem Two: Lack of Adaptability
Olgivy and Mather was highly decentralized, an asset when responding to local client needs as economies expanded. However, when the global economy contracted, clients demanded a more cost-efficient approach. Oligiby and Mather struggled to deliver, finding itself..."unable to adapt to clients' changing demands" (p. 4). The Vision:
Brand Stewardship Beers used shared values (Kouzes and Posner, 2003, p. 125) to create something that every executive in the company could “buy in to.” She focused on the skills of people, rather than titles, and tried to connect them with work that highlighted their strengths. Then she brought everyone together to create a vision for the future of the organization (p.11).
Beers and other members of team shared the vision with certain executives who were responsible for sharing it with the rest of the organization. There did not seem to be a plan for solving issues and the
clarity of the vision lost its energy the further
away it got from Beers (p.13). A number of problems still faced Beers at the end of 1994.
One was a lack of a unified vision. Some argued, “We have the vision-It’s Brand Stewardship” while others maintained that Brand Stewardship was a tool to be used in attaining a yet undefined, future state (p.12).
Another problem still facing Beers was communication. One executive concluded that the biggest problem was insufficient communication (p.13).
Team development still needed work as well. While tension had always existed between centers and local markets, the increasingly centralized brand campaigns exacerbated conflicts (p.13).
And finally, Beers was still striving to reach corporate consensus.
Beers assessed the years progress: “Clients love Brand Stewardship.
Competitors are trying to copy it. And internally, we lack
consensus.” (p.15) In order to meet the growing demands of the advertising industry, Beers and her colleagues created the idea of "Brand Stewardship." Brand Stewardship is “a re commitment to better, more imaginative advertising...[which] would differentiate the firm from its competitors” (p. 8). Beers on the Job Beers took stock of the situation and recognized
a need for change quickly.
Beers quickly took the lead by becoming the first person completely bought in to the concepts and plans for a new vision created with a hand-picked team (p.6).
She then began selling her vision to a small group of influential members within the organization (p.7).
These members were expected to go out and continue driving the changes (p.7). In Beers' first few months on the job she showed herself to be a different kind of leader. She was full of energy and life and committed to a new way of doing things. Problem Three: Culture Clash
A hostile takeover of Olgivy and Mather by a larger global agency resulted in a significant clash of incompatible cultures. "There was a lack of trust, an air of conflict, adversaries, and invasion" (p. 4). Problems, cont. Group B Collaborative Presentation Mark Coleman, Erin Keller, Michael Merry, Erin Packard, John Stikes When Charlotte Beers took the helm of Ogilvy & Mather, a once-revered ad agency, the global company was in a downward spiral of dispirited decline. Beers initially focused all her attention on creating a shared vision for the agency. The purpose of this presentation is to review Beers' work and present findings to the Board of Directors. Facing significant challenges at the beginning of her tenure, Charlotte Beers began a collaborative process of creating a shared vision with senior leadership team at Olgivy & Mather. Emerging from the process with a vision of client brand stewardship, Beers took a critical first step toward restoring the agency’s focus and global forward momentum. Significant challenges remain for Beers, however, including widespread organizational commitment to the shared vision. Recommendations
for Beers Beers could take a number of actions in order to increase the effectiveness of Brand Stewardship and strengthen Beers' vision for Olgivy and Mather.
First, she should finalize the vision of Brand Stewardship by focusing on the shared values of the organization and emphasizing the vision in every action of every employee. Also, it is recommended that Beers create a culture of communication and develop a
plan to eliminate the conflict between
the local and the centers, like a
shared bonus plan. References Ibarra, H., & Sackley, N. (2001). Charlotte Beers at Ogilvy & Mather Worldwide (A). Boston MA: Harvard Business School Publishing.
Kouzes, J. M. & Posner, B. Z. (2003) Credibility: How leaders gain and lose it, why people demand it. San Francisco, CA: Jossey-Bass