Charlotte Beers at Ogilvy & Mather Worldwide: Organizational Change Charlotte Beers took over as CEO and chairman of Ogilvy and Mather Worldwide (hereafter O&M) during a period of transformation and change in the advertising industry. The after-effects of the economic shock of 1980’s, rapidly changing industry environment and increasing competition, etc. were all having an adverse impact on the company. Beers recognized the need for a fundamental change in O&M to revitalize the organization
1. Unfreezing a fragmented Ogilvy & Mather out of the Ice Age. Charlotte Beers tries to turn around Ogilvy by implementing a strategy based on differentiation. However, Ogilvy's organisation and culture are obstacles to this process. She has therefore to unfreeze the situation first to allow change to be implemented through a communal culture and a collaborative organisation. Evidence of a crisis are numerous: Major accounts have been lost (Amex); Revenues and earnings are in decline; Agencies
Charlotte Beers at Ogilvy & Mather Worldwide (A) Document purpose: suggestions to increase acceptance of Ogilvy & Mather’s new Vison on employees below senior executive management. Problem definition December 1993: Charlotte Beers assesses the progresses made by the company after she became CEO: she realizes that clients love the Brand Stewardship concept, but most employees, below executive levels, have not embraced the newly created Vison. The problem I will focus in this document is the
Executive Summary Charlotte Beers has a vision; however, she cannot convey this message personally to the whole Ogilvy & Mather organization (O&M). Appointed CEO after a hostile takeover, Beers was faced with the challenge of uniting a multinational, autonomous corporation under her concept of Brand Stewardship. David Ogilvy founded the company, that later merged with Mather & Crowther, which became one of the leading advertising agencies. O&M had offices worldwide, focusing on local as well
Submission Charlotte Beers Leadership and Organizational Change July 7, 2011 Word Count: 1,499 Executive Summary Despite progress in driving operating margins up from a low in 1991 of 4.1% to 7.6% in 1993 (see Appendix) and achieving major wins with new clients and lost clients, Ogilvy & Mather (“O&M”) still had confidence issues. The company was a bit like an abused foster child, pawned off to new parent WPP and in need of tender loving care and firm direction. CEO Charlotte Beers instilled
Charlotte Beers¡¦ Aspiration With declining revenues and gloomed outlook facing Ogilvy, Beers was determined to seek a ¡§new course¡¨ to inspire client confidence and restore glory of the ¡§beleaguered¡¨ brand. Main forces in the industry challenging Ogilvy (Robbins p644) included reduced advertising budget, growing competition, and demands for centralized global campaign (p2-3). Ogilvy¡¦s struggles with the new economy were exemplified by losing several key accounts. Also, lack of financial
BACKGROUND Charlotte Beers became Ogilvy & Mather 's first outsider CEO after its acquisition by WPP Group Plc in 1991. According to her memo dated May 19th, Beers ' objective was to "re-invent" the mega-agency, whose inertia and complacency had eroded its competitiveness since the 1980s. In fact, Beer 's tenure at Ogilvy constituted a re-creation of the agency, redefining its aims, processes, people, and structure in reaction to the demands placed by the changing advertising industry. ANALYSIS
BACKGROUND Charlotte Beers became Ogilvy & Mather's first outsider CEO after its acquisition by WPP Group Plc in 1991. According to her memo dated May 19th, Beers' objective was to "re-invent" the mega-agency, whose inertia and complacency had eroded its competitiveness since the 1980s. In fact, Beer's tenure at Ogilvy constituted a re-creation of the agency, redefining its aims, processes, people, and structure in reaction to the demands placed by the changing advertising industry. ANALYSIS
Stewardship work procedures, provide coaching and training to gain support in the middle/lower management. Create an O&M-brand, use BrandPrint for O&M itself. 2.Align the organizational structures of the company by establishing profit centers. Focus the ERP system on worldwide CRM. Adjust the compensation system to reward brand thinking and brand management. 3.Recraft and connect the vision to O&M's core values, create a visible BHAG and specify tangible objectives. Establish symbols like the colour red
Journal #2 – Lesson 18 – Presentation of Self in Everyday Life The ‘Presentation of Self’ reading lead to a lot of interesting discussion in class about how much of a person’s personality is actually their own and how much of it is just being made up as we go in order to fit in or to appear how we want others to see us. In many ways it is similar to the organizations as theater concepts, not surprisingly, but it also has a much larger emphasis on the actual thought processes of individuals as opposed