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Charlotte Beers at Ogilvy Mather Worldwide Case Study PDF
Charlotte Beers at Ogilvy Mather Worldwide Case Study PDF
ABSTRACT
This paper deals with the challenge “ I ” - Charlotte Beer is facing at Ogilvy & Mather Company
which deals with the change in management and sustaining the visionary
direction.
Charlotte Beers was appointed as the CEO and Chairman at Ogilvy & Mather in 1992. During her
first few weeks at O&M, she made a group of top executives who were possionate for the change
in the organization for the future growth, called Thirsty For Change to manage the internal
conflicts of the organisation.Charlotte’s vision was to implement the brand image of the O&M
because the company was losing its core local clients which accounted the major profit of the
company.
In this paper, description of team composition, set of skills, culture and team process with
their development stages is given. Ultimately this paper deals with a set of actions to be
taken in the future.
I have to recognise the main problem which is affecting the Ogilvy and Mather Worldwide. The
O&M worldwide is in the transitional stage of the organizational development, between the
previous stage of multi directional approach and uniform customer centered and customeized
Brand Stewardship. The main focus during the next financial year would be an transformational
adoption of work dynamics. The year 1993 was the most problematic year for the O&M Worldwide. I
faced a problem regarding making a group with a vision. The concept of Brand Stewardship can
not be appropriately evaluated for its functionality unless it has been understood by the
employees and the higher level executive of Ogilvy & Mather Worldwide.
The concept of Brand Stewardship is worthless until we limit the use of same concept by the
competitors. The company adopted a revolutionary change for the methodology and working towards
the mission, which was to evaluate the concept of Brand Stewardship. By the implementation of
Brand Print and Advertising Campaign by central WCS team, the local agencies limited their
focus to local markets. The WCS will work towards the business development processing to focus
mainly on global clients with a planned matrix structure. Balancing the rewards effectively is
also required to enhance the company’s competitive advantage.
OPERATIONAL REGULATION
BUILDING CONFIDENCE
For the enhancement of appropriateness between the Ogilvy & Mather’s
organizational structure, processes, strategies and workforce building confidence is also
mandatory which can be achieved by regular workshops about the effectiveness and
benefits of Brand Stewardness. This may help in the motivation of employees. The
workshops can be arranged with the help of a good training force which can resemble the
vision of Brand Stewardship effectively.
In addition, the progress of the program can be evaluated by feedback sessions and
through the evaluation of the local agencies. The main limiting part of this process is the
involvement of time for the workshops and the revenue to be spent on such workshops to
TEAM ASSESSMENT
From the concepts of Organizational Behaviour, I beleive that a person can not do any
work as efficiently as he/she can do it with and in a team. Hence, the team approach
always creates a potential decision. Different viewpoints may mobilize the accuracy and
creativity in a team and may generate more alternatives.
To focus more on branding and on customers the visionary context is must. Top line
executive of the company has his own way of thinking about the visionary context
but as an organization the O&M still lacks confidence. For the visionary focus on
customers and the brand, brainstorming is must because Brand Stewardship is not
possible without brainstorming.
2. 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
attribution for the process. Wright and Walsh have the popularity concept. This
major focus on the structural modification and institutionalization for the change.
Shelly has more focused on the clients needs and structural changes. Reid and
Thendens were passionate about the financial discipline. We transit via norming
stage, we had certain degree of cohesiveness. Brand stewardship has been started
with the WCS schematics. In performing stage we effectively manage the change.
After future vision we mobilize the energy in the managing transition.
ACTION PLAN
Shelly will lead this project also, as she substantially believes in development of
O&M's image to be primarily client orientated. There are enough resources to ratify
this vision within our local offices. They are so powerful and gullible towards the
structured growth.