Tag Archives: Ad Sales

Stream Nuggets: “Reason” Blog (@ReasonApplied)

17 Oct

Found this GEM this morning, thought of archiving the source, addin’ the RSS feed to my blog, and yeah, sharin’ it within these confines…

[HATS OFF TO “Peter Holmes” AND YEAH… ON TWITTER? http://twitter.com/reasonapplied or @ReasonApplied]

“We think so and that’s what we’re doing. We team a strategic planner with a creative idea person and a technology person in what we call a cell. The cell is the key contact and collaborator with our clients. Integration is achieved at the point of planning and each person in the cell is free to collaborate with whoever they need to execute. This is the foundation of our structure and what we believe is a more relevant model for the 21st century. We also recognize that not many agencies can do this. Especially the large ones, organized as they are around silos.

For example, a former protégé of mine who is now working for a large, well known agency as a creative director, recently lost his art director partner. To replace him and to try something new he suggested to management that he be paired with the creative director of their digital silo. Everybody thought that would be a good idea, until it dawned on them that both are responsible for their own profit and loss, as well as the management of their respective silos and disciplines, making it impossible.

Large agencies are too heavily invested in the old way of doing things and find it difficult enough to experiment, let alone change. In fact, they’re addicted to building silos. As soon as a new discipline, or way of making money is identified, up goes a silo. [<<<SCATHING!]

The main problem with silos are the walls. Silos force everything through the lens of their own particular discipline. Insulated from the real world, the idea serves execution, rather than vice versa. And miraculously, all client problems can be solved by the thinking inside each particular silo alone.

Foggy Times?

Foggy Times?

Is this the best way to serve client needs and solve their problems efficiently, creatively and fast?

How can the product coming from this antiquated organizational structure be called integrated, when any sort of integration happens not at the point of planning, but instead is cobbled together sometime after the fact?

(Reason, 2009)

Source: http://ow.ly/uLGG