Within the advertising sector globally, a new entrant is now part of the decision process that determines which agency is selected for the work.
That entity is Procurement: a division within a business that is wholly unsuited to assessing an agency’s ability to generate creative ideas. This sea-change has caused a global shift in the lived reality of agencies. No longer are they talking to a peer who is able to sit at the same creative ‘table’ but rather a cost-conscious, process-orientated entity that privileges value-for-money over creative ideas.
That entity is Procurement: a division within a business that is wholly unsuited to assessing an agency’s ability to generate creative ideas. This sea-change has caused a global shift in the lived reality of agencies. No longer are they talking to a peer who is able to sit at the same creative ‘table’ but rather a cost-conscious, process-orientated entity that privileges value-for-money over creative ideas.
This is one of many such headwinds that affect the advertising sector, which has forced leaders in that sector to try to reposition creativity so that it, once more, is seen as a game-changing creative force and to avoid being in a position of managing their decline.
Every sector faces such headwinds from time to time, which catalyse material changes to a business in an effort to get them into a viable position once more. You’ll know your headwinds quite intimately, I imagine.
When these headwinds pile up – as they do over time – a Transition is called for: a large-scale rethink, reimagining, and reforming of a business.
When these headwinds pile up – as they do over time – a Transition is called for: a large-scale rethink, reimagining, and reforming of a business.
This moment of change has two possible outcomes:
This moment is recognised as being an opportunity for valuable evolution
This moment is ignored, suppressed or denied
For businesses in the former category, diving into the opportunity to transition becomes a caterpillar -> butterfly opportunity if the right moves are made.
For businesses in the latter category, they enter the managing-the-decline scenario that ad agencies are now in.
Transitions are very nuanced processes that require external expertise to navigate. Why? Because the nature of the challenges that accompany a transition are generally outside the range of the typical CEO or leader. These capabilities are complex, and the cut-and-thrust of business pressure typically does not allow the CEO to build such capabilities.
For businesses in the latter category, they enter the managing-the-decline scenario that ad agencies are now in.
Transitions are very nuanced processes that require external expertise to navigate. Why? Because the nature of the challenges that accompany a transition are generally outside the range of the typical CEO or leader. These capabilities are complex, and the cut-and-thrust of business pressure typically does not allow the CEO to build such capabilities.
They are:
The ability to read an entire business ‘system’ (i.e. the interwoven elements that come together to form a business) and diagnose the specific need
The ability to initiate the tough conversations that precede a Transition
Sequencing the events that a Transition must follow
Getting the nuanced communication right so that a business remains settled during a Transition
Building a leader body that is equipped to drive a Transition
Navigating a Transition is truly an art form: one of those fairly rare business processes that rely on creativity, imagination, vision and subtlety.
If your business requires a form of Transition – an expansion, a contraction, an elevation, a renewal, or a pivot – you’d be well advised to get up the learning curve of what a Transition is and how a Transition is best led.
If your business requires a form of Transition – an expansion, a contraction, an elevation, a renewal, or a pivot – you’d be well advised to get up the learning curve of what a Transition is and how a Transition is best led.
My most valuable steer in this regard is to recognise that a Transition is more than a change. It is an opportunity to boost a business beyond what it was in its previous form. A chance to breathe new energy, focus and efficiency into a business.
Just like the butterfly must feel at the moment it leaves the claustrophobic chrysalis for the first time and takes flight.
I’m guiding three Transitions with clients and the moment and am loving the complexity and promise of the processes.
Just like the butterfly must feel at the moment it leaves the claustrophobic chrysalis for the first time and takes flight.
I’m guiding three Transitions with clients and the moment and am loving the complexity and promise of the processes.