Here is how many messages started post the Publicis announcement. ‘Wow some big changes down at Publicis! Hope everything is OK??’ Interesting that people start with concern, lovely as that is, it gets me thinking about change and how it is perceived.
As regards our restructure, the first thing that strikes me about the amazing journey that Maurice has kicked off is that people have started talking about Publicis and not SMG, ZO etc. Very quickly the marketplace is referring to Publicis and to me that’s a positive, because it shows that this is not one agency, one country or discipline reorganising itself or ‘shifting the deck chairs around’ as one journo put it, this is a wholesale restructure and purposefully so. The spirit of Kaizen or in other words continuous improvement, does not do it justice. This is Kaizen supercharged, a reimagining the like of which the industry has not seen.
Disruption is something many talk about at length, it forms part of every presentation but in almost all circumstances the disruption is one company doing it to another. There are few examples of where a company disrupts itself. Apple is the highest profile example of one who has, but there not many others and thats what is so exciting about the Publicis strategy. Publicis have recognised that the world has been disrupted by technology, people are disrupting the industry with this technology and the advertisers in particular who are looking to their partners and partnerships are asking for change. The trouble is many are not listening.
Publicis is listening and Maurice has taken steps that are unheard of in a group of this size, tens of thousands of employees across all disciplines being aligned to the benefit of the advertisers, importantly being encouraged to embrace change and have a different dialogue with our advertisers. A dialogue not driven by silos, P&Ls and other self made boundaries. Of course there are challenges with this but the momentum in the business is tangible. At its heart is is reviewing relationships with a fresh set of eyes and thinking to themselves, how could we do this differently? We hope that for our advertisers this becomes an exciting opportunity.
As someone who started out in digital, a founder of programmatic media in an agency group, part of a few iterations of VivaKi restructures, change has been part of my DNA and for sure will focus heavily in my memoirs! It creates opportunity for those who go with it, it’s a mindset that where one embraces it, supports it, good things come, perhaps not today, next month, but they come. As someone who mentors at UCL and loves doing the speakers for schools programme, my number one piece of advice is to embrace change as it will keep coming!
Publicis Groupe is a huge group, it contains so many smart people and Maurice has unleashed those talented people from top to bottom, the dialogue can be different both internally and with our clients and I am seeing it happen already. It can be destabilising for some but its empowering for many and the next 12 months are going to see great things for the Groupe as we start to socialise the plans with clients, as the strategy lights up, we will see the emails saying ‘wow! Great win.’ The news that Asda chose a Publicis duo of media and creative seems to be a huge validation of the plan, even if we are at the earliest stages of that plan.
My own role is changing and we are excited about the fact that we are creating a single Publics performance operation, Performics. I am confident that we will see great things both from Performics and the wider Publicis Media and I look forward to my part in that! As Bowie once said ch-ch-changes..