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Speaker 1: Hi, this is Paul McIntyre, Editor at large at MI three.

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Speaker 1: Welcome to the MI three Audio Edition. I've been a

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Speaker 1: business journalist for well eons covering the marketing, media, agency

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Speaker 1: and tech sectors, and in this series we try to

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Speaker 1: get under the hood on broader trends and developments that

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Speaker 1: are shifting and shaping industry, some of them not always

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Speaker 1: planned for the spotlight. Well he's been talked about for

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Speaker 1: nearly a year. Ken, a former high profile at agency

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Speaker 1: CEO who flipped out of the sector about five years

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Speaker 1: ago for what became a global role with Deloitte Digital,

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Speaker 1: return to reinvent not one but two global advertising and

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Speaker 1: media agency holding companies across Australia and New Zealand. The

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Speaker 1: widely held outlook from the toughest critics of agency holding

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Speaker 1: companies is that they're challenged with margin meltdowns, marginal economics

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Speaker 1: and even market irrelevance. If they're business models and talent,

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Speaker 1: don't rapidly reinvent. Nick Garrett, who's now running the biggest

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Speaker 1: hole co in amz Omnicom Oceana after a twenty five

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Speaker 1: billion dollar global merger between Omnicom and IPG, is one

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Speaker 1: of them. He says agency groups have lost the strategic

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Speaker 1: high ground and capabilities for meaningful business impact with corporate

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Speaker 1: clients across their entire organization. Advertising and media, he says,

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Speaker 1: have self mustered into a narrow marketing communications patch. The

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Speaker 1: one time creative agency boss says advertising and media can't

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Speaker 1: solve everything, but everything is connected and he wants Omnicom

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Speaker 1: Oceana to be plug and play if you like, across

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Speaker 1: a diverse range of business services. The idea is not new,

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Speaker 1: but the ability to bring it all together Tier one

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Speaker 1: business strategy, reputation and brand advisory with customer experience, customer tech,

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Speaker 1: e commerce, centralized and automated content production, media and creative

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Speaker 1: and broader T shaped leadership teams have proven troublesome for

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Speaker 1: other whole coast land, at least beyond the traditional corehole

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Speaker 1: coast services in creative and media. Tokyo based rival Densu

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Speaker 1: has thrown upwards of a billion dollars in ANZ over

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Speaker 1: five or more years with an elaborate transformation plan meant

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Speaker 1: to take it up a corporate food chain to a

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Speaker 1: hybrid spot between business consulting and executionally focused agencies, but

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Speaker 1: that has been buried after massive losses and staff exits.

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Speaker 1: Garrett started officially in July last year and was given

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Speaker 1: close enough to carte blanche by Omnicom headquarters in New

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Speaker 1: York and critically its powerful long serving chairman and CEO

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Speaker 1: John Wrenn, to combine, collapse and recreate Omnicom Oceania with

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Speaker 1: a future fit operating model and culture that Omnicom could

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Speaker 1: deploy around the world if Garrett's new model works and

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Speaker 1: Nick Garrett is not going to die wondering in nine months,

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Speaker 1: he's told about one hundred and thirty brands across the

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Speaker 1: Oceana Group, thirty to thirty five remain under a vastly

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Speaker 1: different mission and operating structure, which after three hundred client meetings,

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Speaker 1: Garrett's feeling pretty good about Omnicom Moceana's three thousand, six

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Speaker 1: hundred staffers are moving from what he describes as a

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Speaker 1: created and media led organization to a marketing and transformation

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Speaker 1: company with an overhauled purpose position chief marketing offices and

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Speaker 1: chief customer officers as engineers of growth and innovation in

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Speaker 1: their businesses. To do it, though, requires the company to

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Speaker 1: transform itself and its people. Already, Garrett's cherry picked upwards

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Speaker 1: of a thousand executives across six new centers of excellence

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Speaker 1: which any Omnicom division can tap. Capability duplication and business

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Speaker 1: units operating in isolation are over, he declares. Andy hints

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Speaker 1: that Omnicom Mocana's transformation program is at least six months

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Speaker 1: ahead of where the market and his rivals think they are,

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Speaker 1: partly due to assumptions that any restructuring would start after

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Speaker 1: the merger with IPG was approved by competition regulators around

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Speaker 1: the world, and that agencies in the end don't really

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Speaker 1: move too fast and transformationally. Garrett's media agency business after

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Speaker 1: the IPG merger now controls the circle of forty three

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Speaker 1: percent of the Australian media ad market and closer to

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Speaker 1: fifty percent in New Zealand. But it's as worldly exposure

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Speaker 1: inside Delloyd Digital that is central to the master plan

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Speaker 1: he's rolling out. So on the MIC today is Omnicom

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Speaker 1: Oceana CEO Nick Garrett braking for lots of questions on

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Speaker 1: what's happening to the business and its people. Well, Nick Garrett,

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Speaker 1: there's a massive amount to get across today with Omnicom

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Speaker 1: Oceanda's reinvention. But let's set this up properly. You're rolling

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Speaker 1: out a massive restructure and transformation of not one, but

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Speaker 1: essentially two holding companies with a very ambitious remit. And

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Speaker 1: so far you've met, I think personally with about two

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Speaker 1: hundred clients from omnicom and now moving through ipg's portfolio.

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Speaker 1: How is this going down? Within Nick? There would have

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Speaker 1: to be some saying, here we go again, another agency

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Speaker 1: group talking big. So what's happening in the market in

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Speaker 1: terms of where you're at? And we'll get into the

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Speaker 1: detail of what you're actually doing, but the bigger observations here,

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Speaker 1: all right.

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Speaker 2: Mat thank you, pleasure to be here as well. We'll

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Speaker 2: probably closer about.

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Speaker 3: Three hundred clients now across what was IPG, but really

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Speaker 3: just the omni Commo family. And I think I'm in

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Speaker 3: a good position where I've known a lot of them

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Speaker 3: from past lives or from my consulting world, or from

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Speaker 3: previous agency life. And I think if you, well, you

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Speaker 3: walk in and you're going in from a broader aperture

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Speaker 3: of how can we help, what are the things you need?

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Speaker 3: You're listening, then I think they're receptive. The industry is

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Speaker 3: in extraordinary flux. There is opportunity and challenge and equal measure.

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Speaker 3: And I think one of the things we're trying to

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Speaker 3: clearly let me let me step back. What we're trying

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Speaker 3: to clearly communicate is what on the COMO is about.

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Speaker 3: And if there's two headlines in there, the first one

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Speaker 3: is a purpose, and that purpose is to support AID

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Speaker 3: and provide the human intelligence, the IP and the digital

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Speaker 3: capabilities and product to empower cmos and CEOs to thrive

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Speaker 3: in the boardroom by being seen as genuine engines for

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Speaker 3: customer growth and innovation.

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Speaker 2: Right who we wouldn't want to line up with that?

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Speaker 3: And I think you can't be you can't live to

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Speaker 3: that purpose if you're looking at only from creative and

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Speaker 3: from media or from a specialist services. So when we

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Speaker 3: are looking at all of enterprise solutions and we're talking

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Speaker 3: in a broader business strategy in aperture, and I guess

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Speaker 3: that's I have had the last four and a half

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Speaker 3: years being heavily immersed in that world. It means we're

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Speaker 3: speaking their language. Two, if I describe what we are

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Speaker 3: doing and I have done to every single client and

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Speaker 3: to all of our staff and to anyone who's in

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Speaker 3: the industry listening. So this isn't This isn't secret. We're

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Speaker 3: going from a world class whole co that is creative

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Speaker 3: and media led into a whole co that is moving

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Speaker 3: into the marketing customer transformation business.

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Speaker 2: That's not going to happen overnight, but.

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Speaker 3: It does mean how we turn up, how we design

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Speaker 3: our own ecosystem, the capabilities we're building, the businesses we're launching,

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Speaker 3: and how we are redesigning everything we're doing could be

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Speaker 3: radically different. Again, you don't switch and transformations happens overnight.

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Speaker 2: It's not black and white. It is a.

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Speaker 3: Progressive strategic move, but it has to be underpinned by

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Speaker 3: really important cultural and value cultural transformation and value alignment

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Speaker 3: between all the businesses. So it's exciting for the agencies,

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Speaker 3: but it's also exciting for our clients to hear that

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Speaker 3: we are heading in a direction that's more additive in

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Speaker 3: support for them. And when I know you're going to

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Speaker 3: ask me about the model, shape, structure, what we're doing,

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Speaker 3: that'll make sense.

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Speaker 2: What I think is in our heart is once you.

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Speaker 3: Start talking about broader marketing transformation influencing the enterprise and

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Speaker 3: how branding creative isn't defined and maintained within a media.

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Speaker 2: Or a channel framework.

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Speaker 3: It has enterprise opportunity and potential clients get interested. They're

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Speaker 3: also getting very interested in looking at different frameworks, different models,

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Speaker 3: how we can redesign things. And if I'm maybe starting

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Speaker 3: where I think you're going to end, I go. I

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Speaker 3: think the second thing which is extraordinary at the moment

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Speaker 3: is it's helping clients change the framework from an efficiency

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Speaker 3: narrative into an effectiveness and narrative. So if we have

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Speaker 3: got measures, we are looking at technology, we're looking at

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Speaker 3: integrated systems. We're looking at and I would say to

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Speaker 3: end air type marketing solutions versus what was integration?

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Speaker 2: What was connected models?

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Speaker 3: And we can drive both an effectiveness narrative and an

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Speaker 3: efficiency narrative and they can take it to their executive

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Speaker 3: Then we're in partnership with them.

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Speaker 1: So I'm busting you unpack this model, Nick, and we're

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Speaker 1: going to get there very shortly. But just in terms

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Speaker 1: of the bigger picture, you talk about the industry both

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Speaker 1: on an agency whole co side and on brand side

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Speaker 1: in marketing that both sides have lost some high ground.

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Speaker 1: What do you mean by that? Because this is the

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Speaker 1: catalyst for what you're doing. Both you're playing with cmos

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Speaker 1: to empower them or to help them build a bit

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Speaker 1: of capability in the organization, but also your own organization.

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Speaker 1: This is the catalyst for the restructure. What is this

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Speaker 1: high ground you talk about that's been lost?

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Speaker 3: If I've sort of done it down for a minute,

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Speaker 3: We've looked at the last five six, seven years as

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Speaker 3: agencies versus consultancies, and I don't think it has to

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Speaker 3: be a versus.

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Speaker 2: I think there's.

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Speaker 3: Capability that flows between the two, and Deloitte had a

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Speaker 3: decent swing at it and Accenta are doing some interesting

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Speaker 3: things in places and credit to them. But five and

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Speaker 3: a bit years out I came back in and it

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Speaker 3: was an hypothesis that's arguably been strongly true. I don't

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Speaker 3: think the agencies are more strategic and further up the

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Speaker 3: funnel of the pipeline in organizations and the gap between

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Speaker 3: what is a business transformation, a business strategy, a customer growth,

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Speaker 3: customer innovation, all of these large, lofty sort of statements

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Speaker 3: and intent.

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Speaker 2: When you're in a consultancy, you are exposed to it.

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Speaker 2: You're across it. Doesn't mean you're driving it.

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Speaker 3: You might be in a multifunctional team, but you are

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Speaker 3: across and involved, and if you're good at what you do,

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Speaker 3: you're sitting at the table when you're talking about serious

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Speaker 3: structural transformation or strategic change. And I think when you

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Speaker 3: look at how agencies are the credit agencies are looking

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Speaker 3: at creativity. It is very communications focus and there are

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Speaker 3: brilliant people. This is not a reflection on the talent

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Speaker 3: in marketing or the talent in the agencies. There's brilliant

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Speaker 3: ideas bursting to bust out and opportunities. It's about exposure

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Speaker 3: and context. The wonderful thing media has is in the

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Speaker 3: digital era, channel and audience are the millisecond apart from

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Speaker 3: each other.

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Speaker 2: So you are there in performance, you're there at the click.

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Speaker 3: You are able to measure and have a level of

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Speaker 3: depth around impact, which is fantastic. They're just too far

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Speaker 3: down that strategic funnel where the consultancies are playing in

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Speaker 3: an advisory business being more strategic at a higher level

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Speaker 3: and plugging into larger, larger initiatives and transformations in an organization.

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Speaker 3: An agency needs to be part of that, or at

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Speaker 3: least needs to be able to contribute or need to

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Speaker 3: be able to support our cmos and CEOs in those

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Speaker 3: moments that matter.

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Speaker 1: And that's not happening because what everyone's working in isolation

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Speaker 1: and the capability for a broader business context is not there.

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Speaker 1: Primarily on the agency side. Is that what's gone on.

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Speaker 3: There's a small number and I'm not going to talk

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Speaker 3: about which clients because we all know who they are,

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Speaker 3: but let's say it's ten percent of cmos and CEOs

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Speaker 3: who are at the table.

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Speaker 2: They're driving business change. They're heavily involved.

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Speaker 3: They're the voice of customer at their executive and brand

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Speaker 3: isn't just the marketing tool. Brand is a business strategy

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Speaker 3: for enterprise transformation, and it's influencing everything. And I would

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Speaker 3: say these teams are either responsible or partly responsible for

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Speaker 3: the customer growth strategy. Vis are the There's probably eighty

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Speaker 3: to ninety percent of the industry where they are executing

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Speaker 3: that thinking. And it's about marketing communication. Now, there's nothing

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Speaker 3: wrong with it, but the two worlds aren't separate and

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Speaker 3: they do come together, and they should be coming together.

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Speaker 3: So if you're not driving a broader business strategy through

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Speaker 3: brand being the most important decision you make, the opportunity

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Speaker 3: to influence, inspire and change every customer touch point in

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Speaker 3: interaction and feel like you are both making the brand

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Speaker 3: more valuable to a customer and making the customer more

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Speaker 3: valuable to brand. Then it's hard, and it's very few

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Speaker 3: cmos and CCOs and agencies has the ability to look

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Speaker 3: at the complete spectrum of all those channels, all those

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Speaker 3: touch points, and all those enterprise moments of engagement.

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Speaker 2: And if it was easy, everyone be doing it. It's

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Speaker 2: not a criticism, it's an observation.

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Speaker 1: One of the examples I think you mentioned in partying

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Speaker 1: at one point as an example I was trying to

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Speaker 1: understand this earlier and previous conversations, was you talked about

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Speaker 1: perhaps maybe OMNICOMMDIA people being trying quite quickly to become

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Speaker 1: marketing services.

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Speaker 3: I knew a lot about marketing media strategy, but I

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Speaker 3: didn't understand the machination to medium. My most exciting and

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Speaker 3: sort of AHAs walking back in is how media have

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Speaker 3: transformed into broader marketing capability, maybe not in a marketing

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Speaker 3: strategy level, but in terms of operating like a marketing

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Speaker 3: services business, how they can add things on. So if

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Speaker 3: you were building a marketing transformation unit, you would build

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Speaker 3: it out of media, and I think the rest of

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Speaker 3: the industry probably hasn't given some of the media agencies

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Speaker 3: or whole co's credibility enough credit for how media has

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Speaker 3: transformed over the last four or five years, and how

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Speaker 3: those services have radically stretched in terms of the breadth

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Speaker 3: and capability.

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Speaker 2: And also if.

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Speaker 3: You're coming from an advisory consulting business, whether it's Deloitte

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Speaker 3: Center or whoever, how you could look at it and go, wow,

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Speaker 3: look what I could do with that? What can I

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Speaker 3: build here? How can I extend this here? How can

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Speaker 3: I plug this in here? It's it's a huge opportunity.

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Speaker 1: I mean, and there's been a lot of talk about

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Speaker 1: what exactly you're doing here for you know, I've heard

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Speaker 1: it for possibly a decade in terms of the theory

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Speaker 1: or the conceptual of this neck but delivery has always

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Speaker 1: been a problem in the structures of hold codes and

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Speaker 1: agencies and so forth have not loud and equally so

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Speaker 1: you know, client side brand side have got their own

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Speaker 1: sort of structural issues as well. So if we look

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Speaker 1: at this new Omnicom strategy and you've been rolling out

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Speaker 1: you've seen what do you say, three hundred clients. Now

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Speaker 1: you've briefed I think the entire omnicom or the omnicom

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Speaker 1: people the entire Omnicom group has been briefed. I think

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Speaker 1: it's three three thousand and what six hundred of them

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Speaker 1: they're all rolling out. So what is this thing that

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Speaker 1: you're you're telling your own people and your clients, Nick,

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Speaker 1: what does it look like? All? I do know you've

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Speaker 1: got probably one hundred brands that have been shuttered in

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Speaker 1: the operation across Australia and New Zealand. So just unpack

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Speaker 1: this new structure with what you talk about with centers

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Speaker 1: of excellence and the people that are running them.

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Speaker 3: Yeah, it's close to four thousand core people and then

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Speaker 3: there's another two two and a half thousand in terms

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Speaker 3: of field engagement in marketing, so between four and six thousand,

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Speaker 3: depending how you.

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Speaker 2: Want to cut it. Three leavers.

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Speaker 3: Our business can be cut into problem and opportunity design, marketing,

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Speaker 3: customer solution design, and delivery design. Now it's oversimplifying it,

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Speaker 3: but it's a navigation tool. Now, if you look at

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Speaker 3: problem and opportunity design, this is strategy, this is advisory,

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Speaker 3: this is going upstream. What was an absolute delight when

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Speaker 3: I walked into the business was seeing extraordinary capability in

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Speaker 3: one or more of the groups. And he probably hidden

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Speaker 3: away and not connected to the rest of the group.

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Speaker 3: So when we did our first exec meeting, I think

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Speaker 3: it was one week in and we revealed our new

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Speaker 3: strategy or the architecture of the new strategy of twenty

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Speaker 3: four to twenty six people, one hundred percent had not

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Speaker 3: met everyone, and at least ninety percent met less than

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Speaker 3: fifty percent of these people. And yet you know, for

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Speaker 3: the logical reasons, there was a Clementagy Group, there was TBWA,

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Speaker 3: there was DDB Group, there was OM and obviously IPG

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Speaker 3: came down later.

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Speaker 2: They never had exposure to them all.

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Speaker 3: So what am I talking about in terms of going

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Speaker 3: upstream genuine proper advisory work that sits at CMO CCO

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Speaker 3: plus level. We are really fortunate to have DUA a Cosway,

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Speaker 3: which are a brilliant organization, run really well and they

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Speaker 3: are a government and corporate affairs business that are arguably

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Speaker 3: the market leader in Australia and doing extraordinary things and

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Speaker 3: operating at board and CEO level. And credit to Robert

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Speaker 3: Morgan and mini around him that acquired and helped foster

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Speaker 3: and build that business and culture because they are operating

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Speaker 3: at a level that agencies don't get that type of

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Speaker 3: exposure to two. We've had Levo, which is a marketing

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Speaker 3: technology business. We've had Credera that came in through TBWA,

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Speaker 3: doing great work on a number of large clients. And

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Speaker 3: Kadera is one of the larger martech businesses in the

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Speaker 3: holding companies. I think it's about three to four thousand

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Speaker 3: people in the US and expanding globally very quickly. So

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Speaker 3: we're putting parts of the media business, Levo and Kredera

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Speaker 3: all into Kredera as a marketing technology advisory, which is

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Speaker 3: marketing operations, marketing design, tech, design and architecture and to

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Speaker 3: a big delivery business. Having that at a marketing ops

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Speaker 3: level and plug into the larger ecosystem design and model

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Speaker 3: design capabilities is extraordinary and just seeing the impact they're

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Speaker 3: thinking at an elevated levels helping our media and creative agencies.

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Speaker 3: When we're looking at systems, integration, design, automated content at scale,

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Speaker 3: what is the technology it's having that technology that having

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Speaker 3: that real rigor and plugged in. Now one of our

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Speaker 3: competitors has excellent marketing technology capability as well. Whether they

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Speaker 3: are cross pollinating, connecting or not making a judgment, I

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Speaker 3: don't know, but knowing that you have that it's extraordinarily

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Speaker 3: seeing the magnetism our creative media agencies are having to

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Speaker 3: them because they're not separate conversations, particularly as when I

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Speaker 3: started in the beginning, clients are asking for advice in

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Speaker 3: capability design, how they're building, and how they're structuring their

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Speaker 3: internal resources and sometimes their internal department and how it

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Speaker 3: plugs into other enterprise units.

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Speaker 1: Sorry, just step back, and I just want to make

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Speaker 1: sure we're clear for it for the audience following this.

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Speaker 1: So you've sort of got three parts of this, right Nick.

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Speaker 1: You've got this top strategic advisory layer, and then underneath

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Speaker 1: there's these all these new centers of excellence in which

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Speaker 1: the agencies feed into. So there's sort of top layer

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Speaker 1: of this of advisory, which is also the companies you mentioned.

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Speaker 1: And you've got a new business setting up there which

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Speaker 1: we'll get to and a sick because I think you

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Speaker 1: might have posted a few Deloitte people. But the advisory

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Speaker 1: businesses is designed to go further up the organization and

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Speaker 1: in and across the organization beyond say customer chief customer

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Speaker 1: oppers is and CMOS is that right correct?

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Speaker 3: So the audience for so I'll get onto the third

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Speaker 3: third one, which is the Loom. Right Loon launched formally

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Speaker 3: on the first of the December, although it's been in

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Speaker 3: design for a little bit longer, and it's launched by

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Speaker 3: Armed Slim and Dan Wright, two of my old colleagues

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Speaker 3: from back in the day at Colenso. But then we

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Speaker 3: all join Deloitte together and we're part of a larger

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Speaker 3: customer and brand transformation unit. The Loom is a reference

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Speaker 3: back to the Industrial Revolution, and of course the Loom

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Speaker 3: being transformative in the textile industry, but also weaving everything together.

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Speaker 3: So their business is two halves of the same coin.

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Speaker 3: One is customer and commercial growth and the second one

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Speaker 3: is brand led customer experience transformation.

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Speaker 2: They're not designed to be an agency.

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Speaker 3: They're designed to be additive, supportive and take of broader

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Speaker 3: strategic high ground, whether it be enterprise, brand transformation, a

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Speaker 3: broader CX agenda, helping clients and often they see the

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Speaker 3: chief Information, chief Technology, chief Digital CHEF, transformation officer look

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Speaker 3: at product serves and experienced design ideas through brand filter.

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Speaker 1: Just give us a good example of what that actually

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Speaker 1: looks like in a real world brief you don't have

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Speaker 1: the name names, but a brief or an engagement for

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Speaker 1: the LOOM and the advisory business before it gets to

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Speaker 1: the rest of your business. What sort of briefs come

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Speaker 1: in for that.

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Speaker 2: I'm going to talk in broad strokes.

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Speaker 3: I'm going to talk about three very different silo because

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Speaker 3: it will add some color.

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Speaker 2: And flavor and texture to it.

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Speaker 3: A client who was engaged with one of our creative agencies,

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Speaker 3: and it happens to be a client I knew from

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Speaker 3: a past life. So when I went in to talk

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Speaker 3: to them, and it was clear they were looking for brand.

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Speaker 2: To be an enterprise tool for cultural.

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Speaker 3: And business transformation. And it wasn't a marketing thing, so

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Speaker 3: that it was a very informed CMO, someone who's extremely

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Speaker 3: adept in navigating internal structures and leaders. But they were

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Speaker 3: looking for a strategic process and response how to drive

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Speaker 3: brand thinking and it was from an A to B.

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Speaker 3: So this is a change moment. There wasn't a consumer

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Speaker 3: face piece, but they didn't have a process, a riga,

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Speaker 3: a team that have any experience. The creative agency absolutely

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Speaker 3: could do part of this, but they couldn't. They didn't

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Speaker 3: have any experience going enterprise wide reporting into a CEO.

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Speaker 3: So the LOOM came in augmented its team around the

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Speaker 3: creative agency, supported the creative agency, but lead and designed

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Speaker 3: the process and did a It must have been a

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Speaker 3: twelve week enterprise brand strategy job that would then end

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Speaker 3: up into what is the customer articulation of it? Therefore

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Speaker 3: that step in the credit agency again and they're delivering

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Speaker 3: the communication. This is not a communications job. At the

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Speaker 3: other side of it, it would be how does that

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Speaker 3: team then work with their internal employee team, their product leads,

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Speaker 3: blah blah blah. What needs to be true from a

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Speaker 3: brand perspective is this my enterprise brand and this is

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Speaker 3: how I turn up. So even got into a granular

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Speaker 3: level of what are the employee KPIs, what are the

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Speaker 3: job descriptions?

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Speaker 2: What are the ads for new staff?

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Speaker 3: You know, it is quite a sophisticated piece of work,

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Speaker 3: and it's across every C suite title in enterprise. We've

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Speaker 3: had three or four of those in several months.

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Speaker 1: Who would typically get that sort of work before your

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Speaker 1: advisory division and loom got those briefs? Nick, who would

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Speaker 1: you really get that sort of work?

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Speaker 3: We were doing that type of work at Deloitte, and

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Speaker 3: often not through marketing, often through an executive who had

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Speaker 3: a passion and care for brand, and the word brand

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Speaker 3: isn't always used, so it might be reputation. It's usually

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Speaker 3: not a brand problem they're having. They're looking to do

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Speaker 3: something else, but his brand is used as an accelerant

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Speaker 3: and a catalyst for broader cultural transformation or enterprise growth.

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Speaker 3: Bain McKinsey, Deloitte, Eccentia. You know it's in that list.

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Speaker 3: I'm probably missing a few out there, but I think

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Speaker 3: that was the competitive set. The other side that, there's

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Speaker 3: another very clear vertical where and it's coming from marketing,

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Speaker 3: which is fantastic. They're looking for real commercial strategy, adding

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Speaker 3: in a deeper understanding of an audience, where to play,

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Speaker 3: how to win, looking at customer growth, what are the horizons,

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Speaker 3: And it's numerical. It is planning how to get from

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Speaker 3: A to B in terms of you know, future revenue

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Speaker 3: prediction projections. This isn't something you'd expect agencies to necessarily

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Speaker 3: do and have that detail. This would be often done

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Speaker 3: by a lot of large organizations, particularly probably the larger

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Speaker 3: banks telcos have that capability in house and or they

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Speaker 3: use consultants and finding that gap where particularly when media

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Speaker 3: because they're so in touch with audience, and you're adding

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Speaker 3: that customer growth on top of the media strategy, or

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Speaker 3: i'll say the audience strategy.

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Speaker 2: It's really clearly additive.

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Speaker 3: And it powers a which is one of us cultural

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Speaker 3: triggers moves from and I think to and I know

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Speaker 3: when a CMO, CCO or an agency leader is presenting

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Speaker 3: upstream to their executive. The last piece is clients who

437
00:23:34,760 --> 00:23:37,680
Speaker 3: have a very clear brand and we've got a huge one.

438
00:23:38,160 --> 00:23:41,720
Speaker 3: This project's already kicked off, and they want brand to

439
00:23:41,880 --> 00:23:45,119
Speaker 3: drive change around the organization. This is a customer not

440
00:23:45,320 --> 00:23:48,159
Speaker 3: enterprise piece, and it's every single touch point will be

441
00:23:48,200 --> 00:23:52,280
Speaker 3: influenced by brand, all product, service, experience, innovation, the call center,

442
00:23:52,720 --> 00:23:57,200
Speaker 3: every single physical and all digital. And I'm giving a

443
00:23:57,240 --> 00:23:59,960
Speaker 3: little bit away that there is a physical retail presence

444
00:24:01,200 --> 00:24:04,000
Speaker 3: for this client will have influence, so they'll be innovating

445
00:24:04,040 --> 00:24:06,399
Speaker 3: against that, they'll be coming up with ideas in that space,

446
00:24:06,720 --> 00:24:09,600
Speaker 3: and they'll be threading it all together. So again, none

447
00:24:09,640 --> 00:24:12,320
Speaker 3: of these replace. It's all additive when you can start

448
00:24:12,640 --> 00:24:16,159
Speaker 3: at those services and they are. We do want them

449
00:24:16,160 --> 00:24:18,520
Speaker 3: to work with cmos and CCOs because that is our

450
00:24:18,520 --> 00:24:21,680
Speaker 3: purpose and our goal. But if their audience also stretches

451
00:24:21,760 --> 00:24:25,520
Speaker 3: into chief Digital officers, chief information officers, chief technology officers.

452
00:24:26,080 --> 00:24:29,320
Speaker 3: Often Krederia's client is a CDO and a CTO. Often

453
00:24:29,440 --> 00:24:32,359
Speaker 3: the Looms client might be a CEO, it might be

454
00:24:32,480 --> 00:24:37,199
Speaker 3: Chief Growth's officer. It depends on the structure. But diversifying

455
00:24:37,200 --> 00:24:39,679
Speaker 3: the audiences a C suite and also working out how

456
00:24:39,720 --> 00:24:42,199
Speaker 3: to thread it together and connect them so that we

457
00:24:42,320 --> 00:24:45,560
Speaker 3: are not siloed in the business is what, you know,

458
00:24:46,200 --> 00:24:48,320
Speaker 3: what every single client we're talking to is asking for.

459
00:24:48,560 --> 00:24:50,520
Speaker 1: Well, one of the challenges you've had, though, Nick, and

460
00:24:50,520 --> 00:24:53,240
Speaker 1: this is true in your past life before Deloitte, when

461
00:24:53,240 --> 00:24:57,159
Speaker 1: you were at Colenso and Cleminger, was this challenge the

462
00:24:57,200 --> 00:25:00,720
Speaker 1: perception that hold codes and agency brands aren't the type

463
00:25:00,800 --> 00:25:03,160
Speaker 1: of business that companies need for the sort of work.

464
00:25:03,160 --> 00:25:07,600
Speaker 1: You're the advisory work that broader organizational advisory work and

465
00:25:07,640 --> 00:25:10,560
Speaker 1: structural stuff that's required. So why is it different this

466
00:25:10,600 --> 00:25:12,800
Speaker 1: time for Omnicom? How are you cutting through the perception

467
00:25:12,880 --> 00:25:15,520
Speaker 1: that actually you're a hold code that does ads and media,

468
00:25:16,040 --> 00:25:19,359
Speaker 1: not a you know, a big thinking group that's got

469
00:25:19,760 --> 00:25:24,480
Speaker 1: the strategic now some capabilities deliver an organizational wide play.

470
00:25:25,520 --> 00:25:29,240
Speaker 3: Well, it comes down to people in experience. If you

471
00:25:29,400 --> 00:25:31,800
Speaker 3: say these things and many people have and you haven't

472
00:25:31,840 --> 00:25:34,439
Speaker 3: done it. You're not credible, and you turn up and

473
00:25:34,440 --> 00:25:37,680
Speaker 3: you're inauthentic, and the clients you're talking to can see

474
00:25:37,720 --> 00:25:40,680
Speaker 3: it a mile off, and when you're exposed to larger

475
00:25:40,720 --> 00:25:44,080
Speaker 3: parts of organization, you get caught out. I've had the pleasure,

476
00:25:44,119 --> 00:25:47,360
Speaker 3: but you know it wasn't easy for five years transforming

477
00:25:47,400 --> 00:25:50,720
Speaker 3: from an agency leader who I think was very business

478
00:25:50,720 --> 00:25:54,439
Speaker 3: savvy and looking for business opportunities into a business person

479
00:25:54,480 --> 00:25:59,320
Speaker 3: that used creativity is a tool for transformation, and you know,

480
00:25:59,480 --> 00:26:02,439
Speaker 3: it's a different language pool, it's a different behavior. And

481
00:26:02,480 --> 00:26:04,560
Speaker 3: people we've hired at the Loom, some of them are

482
00:26:04,600 --> 00:26:08,560
Speaker 3: ex agency that they're all from consulting and advisory backgrounds.

483
00:26:08,720 --> 00:26:12,440
Speaker 3: The Carederia team, particularly someone who I can announce in

484
00:26:12,440 --> 00:26:15,280
Speaker 3: a few weeks who's coming in, has had a life

485
00:26:15,440 --> 00:26:18,639
Speaker 3: of consulting in the customer and marketing space. There are deep,

486
00:26:18,840 --> 00:26:21,119
Speaker 3: deep subject matter experts that have done this for their

487
00:26:21,119 --> 00:26:24,840
Speaker 3: whole career, and actually they're learning how to talk customer

488
00:26:24,840 --> 00:26:27,119
Speaker 3: and marketing versus their world.

489
00:26:27,200 --> 00:26:29,880
Speaker 2: But it's part of.

490
00:26:29,880 --> 00:26:32,520
Speaker 3: This is the cultural transformation, not a structural one of

491
00:26:32,520 --> 00:26:37,600
Speaker 3: weaving generalists and subject matter experts all to all in

492
00:26:37,640 --> 00:26:40,000
Speaker 3: such a way that they can understand each other, speak

493
00:26:40,040 --> 00:26:41,919
Speaker 3: of common language and know how to connect.

494
00:26:41,960 --> 00:26:43,600
Speaker 2: Otherwise it is not connected.

495
00:26:43,960 --> 00:26:45,680
Speaker 1: Well, I think if they're all up in those consumers

496
00:26:45,680 --> 00:26:47,520
Speaker 1: of excellence, botyl I kept meaning to ask you, is

497
00:26:47,520 --> 00:26:49,880
Speaker 1: there's about a thousand people in those centers? Is that right?

498
00:26:49,920 --> 00:26:51,680
Speaker 1: From across the group that are feeding into that.

499
00:26:51,680 --> 00:26:52,280
Speaker 2: A little bit more?

500
00:26:52,440 --> 00:26:54,520
Speaker 1: Right? So where does this leave you then? Because if

501
00:26:54,560 --> 00:26:57,080
Speaker 1: the ambition is massive, I mean I think I've had

502
00:26:57,119 --> 00:27:00,440
Speaker 1: plenty of conversations where people are going, yeah, here's one,

503
00:27:00,520 --> 00:27:03,920
Speaker 1: but you're putting some meat on the bones here, which,

504
00:27:04,240 --> 00:27:06,040
Speaker 1: as you say, another twelve months is going to be

505
00:27:06,040 --> 00:27:08,719
Speaker 1: the proof in the pudding. The competitive set, though, how

506
00:27:08,760 --> 00:27:15,000
Speaker 1: does this differentiate you, Omnicom, Oceana to to your competitive set?

507
00:27:15,080 --> 00:27:17,080
Speaker 1: You know, the hold of there's all sorts of machinations

508
00:27:17,080 --> 00:27:19,000
Speaker 1: going on with holding companies right now, right, so how

509
00:27:19,000 --> 00:27:20,920
Speaker 1: are you different to them? Pull Us has been on

510
00:27:20,960 --> 00:27:24,679
Speaker 1: a role Omnicom. You know what your forty something percent

511
00:27:24,680 --> 00:27:26,960
Speaker 1: of the market here in media now you're you're you're

512
00:27:27,000 --> 00:27:28,240
Speaker 1: a very dominant player.

513
00:27:28,560 --> 00:27:30,640
Speaker 3: It was an easier question to answer twelve or eighteen

514
00:27:30,680 --> 00:27:32,679
Speaker 3: months ago because it was a lot clear of what

515
00:27:32,840 --> 00:27:35,800
Speaker 3: holding company was, what people said they were, and who's

516
00:27:35,840 --> 00:27:37,560
Speaker 3: buying who and what. None of us have got a

517
00:27:37,560 --> 00:27:40,439
Speaker 3: crystal ball know every answer, but you look at what

518
00:27:40,520 --> 00:27:43,399
Speaker 3: was holding companies and they've been disrupted and radically changed.

519
00:27:44,080 --> 00:27:46,280
Speaker 3: I'm not going to talk about Omnicom globally because they've

520
00:27:46,280 --> 00:27:48,359
Speaker 3: got their own agenda, and obviously we're lining up and

521
00:27:48,400 --> 00:27:53,600
Speaker 3: partnering into it. But the only chance, in my personal belief,

522
00:27:53,600 --> 00:27:57,080
Speaker 3: which I've got support globally and locally, is to go

523
00:27:57,160 --> 00:27:59,960
Speaker 3: from creative and media into a broader marketing, customer transformation

524
00:28:00,040 --> 00:28:03,000
Speaker 3: and business. And to do that we need to build

525
00:28:03,040 --> 00:28:07,120
Speaker 3: capability upstream and in the middle. If we do this,

526
00:28:07,320 --> 00:28:09,480
Speaker 3: I think we've got an opportunity to be really additive

527
00:28:09,680 --> 00:28:12,840
Speaker 3: and now. While while we can be pessimistic about what's

528
00:28:12,840 --> 00:28:15,560
Speaker 3: happening in in the agency world and creative and media,

529
00:28:16,119 --> 00:28:19,800
Speaker 3: the marketing ecosystems growing and the customer ecosystems growing like

530
00:28:19,840 --> 00:28:23,119
Speaker 3: at a ten x pace, so there is huge amounts

531
00:28:23,119 --> 00:28:26,320
Speaker 3: of white space to grow into. There's huge volumes of

532
00:28:26,359 --> 00:28:29,960
Speaker 3: spend and areas we can influence both strategically and creatively

533
00:28:30,800 --> 00:28:33,640
Speaker 3: in so I'm actually really optimistic about the industry it's

534
00:28:33,680 --> 00:28:36,199
Speaker 3: just how do we build and grow. I look at

535
00:28:36,200 --> 00:28:39,360
Speaker 3: our competitors and you know, at some point you'll probably

536
00:28:39,400 --> 00:28:40,560
Speaker 3: getus all in the room.

537
00:28:40,960 --> 00:28:41,600
Speaker 2: I don't know.

538
00:28:42,120 --> 00:28:44,880
Speaker 3: WPP have probably got a quite large full sale sign

539
00:28:45,080 --> 00:28:48,880
Speaker 3: and their recent redesign of breaking into full silos probably

540
00:28:48,880 --> 00:28:50,440
Speaker 3: makes it quite a lot easier to buy.

541
00:28:50,520 --> 00:28:50,920
Speaker 2: I don't know.

542
00:28:50,960 --> 00:28:54,400
Speaker 3: I would prefer WPP wasn't because I think it's good

543
00:28:54,440 --> 00:28:57,040
Speaker 3: to have more competitors, and they've done some great stuff

544
00:28:57,040 --> 00:28:57,920
Speaker 3: and there's some good people there.

545
00:28:57,920 --> 00:28:59,840
Speaker 2: I'm not that's no reflection on So.

546
00:28:59,760 --> 00:29:02,440
Speaker 1: You're talking in relation to the broader speculation about privately

547
00:29:02,760 --> 00:29:05,800
Speaker 1: taking bits of w WD breaking up basics.

548
00:29:05,840 --> 00:29:09,000
Speaker 3: What you're talking about, well, design suggests something, so that

549
00:29:09,040 --> 00:29:12,200
Speaker 3: something isn't going away. And I don't know anything more

550
00:29:12,200 --> 00:29:14,800
Speaker 3: than anybody else, but if they do get broken up,

551
00:29:14,800 --> 00:29:16,440
Speaker 3: they're not a whole co They may be a more

552
00:29:16,520 --> 00:29:19,280
Speaker 3: dangerous media competitor, but they're not a whole cost So

553
00:29:19,280 --> 00:29:22,840
Speaker 3: if we're providing more integrated into in solutions, that's not

554
00:29:22,880 --> 00:29:23,800
Speaker 3: a direct competitor.

555
00:29:24,240 --> 00:29:26,160
Speaker 2: Publicists have done an amazing job.

556
00:29:26,320 --> 00:29:28,280
Speaker 3: Over the last few years globally and locally, and credit

557
00:29:28,320 --> 00:29:31,880
Speaker 3: to Mike and many others, and if you look at

558
00:29:31,880 --> 00:29:34,600
Speaker 3: where I see ourselves versus them. They don't have the

559
00:29:34,600 --> 00:29:37,200
Speaker 3: same credive bench. They don't have the same history of

560
00:29:37,240 --> 00:29:40,800
Speaker 3: integration and impact and effectiveness with some of the larger clients.

561
00:29:40,840 --> 00:29:43,960
Speaker 3: And I know that's probably a challenging statement, but where

562
00:29:43,960 --> 00:29:46,240
Speaker 3: we're going is in the advisory business that I don't

563
00:29:46,240 --> 00:29:49,240
Speaker 3: believe any of our competitors have got anywhere near that capability.

564
00:29:49,320 --> 00:29:52,440
Speaker 3: And the LOOM is going to be transformative and looms

565
00:29:52,480 --> 00:29:54,920
Speaker 3: partnership into cred Era and how we're building those centers

566
00:29:54,920 --> 00:29:59,080
Speaker 3: of excellence out that is a big change. Others may follow,

567
00:29:59,120 --> 00:29:59,760
Speaker 3: others may not.

568
00:30:00,320 --> 00:30:01,840
Speaker 1: Where you also say you don't want to be you

569
00:30:01,840 --> 00:30:03,959
Speaker 1: don't want to be a holding company. You don't want

570
00:30:04,000 --> 00:30:06,120
Speaker 1: to be a walled garden holding company. What do you

571
00:30:06,200 --> 00:30:06,680
Speaker 1: mean by that?

572
00:30:07,040 --> 00:30:09,840
Speaker 3: We are building something that other We are very happy

573
00:30:09,840 --> 00:30:12,680
Speaker 3: to work with indies, We're very happy to work with

574
00:30:13,200 --> 00:30:15,360
Speaker 3: client organizations in their own internal teams.

575
00:30:16,320 --> 00:30:17,080
Speaker 2: Look, the real.

576
00:30:17,040 --> 00:30:18,520
Speaker 3: Reality is we're going to be working with some of

577
00:30:18,520 --> 00:30:21,640
Speaker 3: our biggest competitors on large clients, and we'll respect that

578
00:30:22,240 --> 00:30:25,880
Speaker 3: the ecosystem that we may design may not be only

579
00:30:25,920 --> 00:30:28,480
Speaker 3: filled by omnicom agencies. There will be some capabilities where

580
00:30:28,520 --> 00:30:30,480
Speaker 3: we're not maybe the best in or we have blind

581
00:30:30,480 --> 00:30:32,200
Speaker 3: spots and we have to respect that.

582
00:30:32,360 --> 00:30:33,560
Speaker 2: So again, if I.

583
00:30:33,560 --> 00:30:35,720
Speaker 3: Look at influence versus and control, how can we have

584
00:30:35,760 --> 00:30:41,440
Speaker 3: the most positive influence on a client, Well, if it's orchestration, marketing, model, design, building,

585
00:30:41,520 --> 00:30:43,960
Speaker 3: it almost like an agency as a platform that other

586
00:30:43,960 --> 00:30:46,400
Speaker 3: people can plug into. If that is in the service

587
00:30:46,440 --> 00:30:49,200
Speaker 3: of a client to drive effectiveness and efficiency, then so

588
00:30:49,320 --> 00:30:53,080
Speaker 3: be it. And I think this is a how are

589
00:30:53,080 --> 00:30:56,320
Speaker 3: we more generous with the market and how are we

590
00:30:56,400 --> 00:31:00,560
Speaker 3: more collaborative? Those points are not just internal external.

591
00:31:01,280 --> 00:31:03,920
Speaker 1: If you had to choose between like the biggest competitive

592
00:31:04,640 --> 00:31:06,640
Speaker 1: challenge you've got in market, would it be you know,

593
00:31:06,720 --> 00:31:09,480
Speaker 1: I gave you two options, you choose, would it be

594
00:31:09,600 --> 00:31:12,760
Speaker 1: publicists or Centia publicist? Why?

595
00:31:13,560 --> 00:31:16,920
Speaker 3: I think head to head they are our most logical

596
00:31:17,280 --> 00:31:21,680
Speaker 3: and fierce. But also respect to competitor, I think we

597
00:31:21,800 --> 00:31:24,520
Speaker 3: are have a huge amount of respect for what Eccentia

598
00:31:24,520 --> 00:31:27,240
Speaker 3: are doing. I don't want to get into the creative

599
00:31:27,280 --> 00:31:30,680
Speaker 3: side of Accentia because that's a different conversation and I

600
00:31:30,680 --> 00:31:33,440
Speaker 3: think that's going to unfold at some point somehow.

601
00:31:33,960 --> 00:31:36,680
Speaker 1: But directly, all three of you seem like you're doing

602
00:31:36,720 --> 00:31:40,080
Speaker 1: similarly you're you're you're running the same race directionally.

603
00:31:40,440 --> 00:31:43,440
Speaker 3: It's almost like some people are horizontal summer vertical. I

604
00:31:43,440 --> 00:31:48,120
Speaker 3: think there's never been more differentiation between them. Yeah, they're

605
00:31:48,160 --> 00:31:52,840
Speaker 3: all doing something, and I guess the anybody who's trying

606
00:31:52,880 --> 00:31:56,760
Speaker 3: to do buill capability and trying to transform their own

607
00:31:56,800 --> 00:31:59,719
Speaker 3: offer deserve credit because they're having a go at it.

608
00:32:00,680 --> 00:32:03,040
Speaker 2: What accenta doing in media has to be taken very,

609
00:32:03,120 --> 00:32:03,720
Speaker 2: very seriously.

610
00:32:04,320 --> 00:32:08,880
Speaker 3: It's credible and they are now a sincere media competitors

611
00:32:08,960 --> 00:32:10,640
Speaker 3: to all of our media ages.

612
00:32:10,720 --> 00:32:14,120
Speaker 2: We know that and acknowledge it again.

613
00:32:14,240 --> 00:32:18,480
Speaker 3: Publicist has marketing, technology, creative and media services. They've been

614
00:32:18,520 --> 00:32:21,320
Speaker 3: integrating well for a few years. They've got good leadership,

615
00:32:21,520 --> 00:32:24,800
Speaker 3: they've had some great runs on the board Internationally. We've

616
00:32:24,800 --> 00:32:26,720
Speaker 3: had a better go of it recently, and.

617
00:32:27,240 --> 00:32:28,080
Speaker 2: You know they are.

618
00:32:29,560 --> 00:32:31,760
Speaker 3: You could see a world where there are two dominant

619
00:32:31,760 --> 00:32:33,680
Speaker 3: whole codes. I don't think that's good for the industry,

620
00:32:33,720 --> 00:32:35,960
Speaker 3: but depending on how things roll out in the next

621
00:32:35,960 --> 00:32:38,240
Speaker 3: twelve to eighteen months, we can end up there.

622
00:32:38,840 --> 00:32:42,960
Speaker 1: You're right, two to three left is the reality, isn't it? Okay?

623
00:32:42,960 --> 00:32:45,800
Speaker 1: So listen Omnicom globally, So you're a bit of a pilot.

624
00:32:45,800 --> 00:32:48,520
Speaker 1: You're a bit of a I don't want to call

625
00:32:48,520 --> 00:32:51,040
Speaker 1: you a laborate Nick, but you're a pilot for the

626
00:32:51,040 --> 00:32:56,600
Speaker 1: global augyscy. What could be Thanks Paul. Yes, the Omniicom's HQ,

627
00:32:57,400 --> 00:32:59,360
Speaker 1: so you know, I know what you're doing has gone

628
00:32:59,400 --> 00:33:01,600
Speaker 1: right to the top to the chairman John Ren and

629
00:33:02,040 --> 00:33:05,680
Speaker 1: the various group CEOs and advertising media. What's been the

630
00:33:05,720 --> 00:33:09,120
Speaker 1: response so Far's what's the take from HQ in New

631
00:33:09,200 --> 00:33:11,080
Speaker 1: York on what what Oceana is doing.

632
00:33:13,160 --> 00:33:16,240
Speaker 3: Our strategy and architecture was signed off a long time

633
00:33:16,280 --> 00:33:18,240
Speaker 3: ago and they were highly supportive.

634
00:33:18,360 --> 00:33:20,280
Speaker 1: Is it so this is where you're talking about going

635
00:33:20,320 --> 00:33:23,480
Speaker 1: to advisory the centers of excellence you had you had

636
00:33:23,480 --> 00:33:24,520
Speaker 1: a mud map there.

637
00:33:24,360 --> 00:33:26,120
Speaker 2: Yeah, and probably more than a mud map.

638
00:33:26,160 --> 00:33:28,720
Speaker 3: And it was a strong hypothesis and strategy conversation with

639
00:33:28,800 --> 00:33:32,760
Speaker 3: him up front. And in a smaller market where I

640
00:33:32,800 --> 00:33:36,640
Speaker 3: think Australia's ambitious, there's great talent, there's some wonderful brands,

641
00:33:37,320 --> 00:33:40,480
Speaker 3: this was a perfect opportunity to try something very different

642
00:33:40,480 --> 00:33:43,560
Speaker 3: from the calm and I think they US and other

643
00:33:43,600 --> 00:33:46,960
Speaker 3: markets are all looking at this with support and optimism,

644
00:33:47,080 --> 00:33:51,120
Speaker 3: hoping that this is a great test case to do

645
00:33:51,160 --> 00:33:52,800
Speaker 3: all the things we're talking about. How can we add

646
00:33:52,840 --> 00:33:55,720
Speaker 3: more strategic press, a prowess upfront, How can we be

647
00:33:55,840 --> 00:33:58,400
Speaker 3: more integrated in the way we're behaving, How we can

648
00:33:58,440 --> 00:34:01,200
Speaker 3: be more client focused and design things. It's harder and

649
00:34:01,240 --> 00:34:04,680
Speaker 3: a larger market. This is the right It's almost like

650
00:34:04,720 --> 00:34:07,560
Speaker 3: the perfect storm. Big enough to make a difference and

651
00:34:07,680 --> 00:34:10,640
Speaker 3: be credible as a test market to take learning from,

652
00:34:11,640 --> 00:34:13,760
Speaker 3: small enough for it not to be dangerous, but also,

653
00:34:13,880 --> 00:34:16,920
Speaker 3: as I said, modern ambition and ambitious enough for it

654
00:34:16,960 --> 00:34:20,040
Speaker 3: to be sincere in its design and an intent and

655
00:34:20,120 --> 00:34:21,640
Speaker 3: partnership with some brilliant clients.

656
00:34:21,800 --> 00:34:25,000
Speaker 1: I think I heard you. Let's slip in the conversation

657
00:34:25,040 --> 00:34:29,400
Speaker 1: around this scoping this thing, was that you said that

658
00:34:29,840 --> 00:34:33,080
Speaker 1: you were actually possibly six eight months ahead of what

659
00:34:33,120 --> 00:34:36,960
Speaker 1: the where the market thinks you're at in this, in

660
00:34:37,000 --> 00:34:39,279
Speaker 1: this deployment and this whole strategy. What did you mean

661
00:34:39,320 --> 00:34:41,239
Speaker 1: by that if you indeed said that, and we're not

662
00:34:41,239 --> 00:34:42,080
Speaker 1: making stuff up.

663
00:34:42,320 --> 00:34:43,960
Speaker 2: You're not making stuff up. And it wasn't a slip.

664
00:34:45,239 --> 00:34:49,920
Speaker 3: The merger was an amazing force, and that when you

665
00:34:50,040 --> 00:34:54,239
Speaker 3: have a force of such extraordinary scale happen, it creates things,

666
00:34:54,239 --> 00:34:56,480
Speaker 3: whether it's a you know, an avalanche, or a tsunami,

667
00:34:56,640 --> 00:34:58,200
Speaker 3: the disastrous things, you know, but.

668
00:34:58,200 --> 00:34:59,080
Speaker 2: Whatever that force is.

669
00:34:59,120 --> 00:35:03,160
Speaker 3: So it's like that quote, Saturday Night Live doesn't go

670
00:35:03,239 --> 00:35:05,080
Speaker 3: on air because it's ready, It goes on air because

671
00:35:05,080 --> 00:35:05,800
Speaker 3: it's ten thirty.

672
00:35:06,560 --> 00:35:07,200
Speaker 2: We had a merging.

673
00:35:07,280 --> 00:35:10,880
Speaker 3: It was like my deadlines, Yeah, like your deadlines. And

674
00:35:10,960 --> 00:35:14,719
Speaker 3: we knew that merger created an extraordinary amount of positive

675
00:35:14,840 --> 00:35:18,360
Speaker 3: and challenging pressure, and it allowed us to operate at scale.

676
00:35:18,520 --> 00:35:20,719
Speaker 3: I think if we didn't have the merger looming and

677
00:35:20,840 --> 00:35:22,960
Speaker 3: all sorts of promises to the market and all sorts

678
00:35:22,960 --> 00:35:26,440
Speaker 3: of promises to OML com centrally about how we're redesigning,

679
00:35:26,520 --> 00:35:28,680
Speaker 3: cutting and I don't mean cutting staff, I mean cutting

680
00:35:28,680 --> 00:35:29,800
Speaker 3: our business as in.

681
00:35:29,920 --> 00:35:30,640
Speaker 2: How it would look.

682
00:35:30,920 --> 00:35:33,640
Speaker 3: I don't think we would have had the freedom and

683
00:35:33,719 --> 00:35:36,880
Speaker 3: momentum to go as fast as we did. So in

684
00:35:36,920 --> 00:35:39,520
Speaker 3: a way, the merger didn't camouflage all the transformation. The

685
00:35:39,680 --> 00:35:43,040
Speaker 3: merger was running in parallel. What it did allow us

686
00:35:43,080 --> 00:35:45,600
Speaker 3: us to build a COEs. We've also got other businesses

687
00:35:45,600 --> 00:35:47,840
Speaker 3: we're launching. There's about three or four new brands in market.

688
00:35:47,920 --> 00:35:51,040
Speaker 3: There's some specialist capability we haven't talked about today that

689
00:35:51,320 --> 00:35:52,880
Speaker 3: there's no way we could have done this would have

690
00:35:52,920 --> 00:35:54,799
Speaker 3: been eighteen months work we were able to do in

691
00:35:54,800 --> 00:35:59,240
Speaker 3: six months, the cultural transformation, the business markers, the launch

692
00:35:59,280 --> 00:36:00,600
Speaker 3: of the Loom and other things.

693
00:36:00,719 --> 00:36:02,440
Speaker 2: There is no way this would have happened this quickly

694
00:36:02,440 --> 00:36:03,360
Speaker 2: if it wasn't for the merger.

695
00:36:03,400 --> 00:36:07,120
Speaker 3: So the merger has been an extraordinary moment of reflection

696
00:36:07,239 --> 00:36:11,040
Speaker 3: and looking at great leadership, looking at the extraordinary but

697
00:36:11,080 --> 00:36:14,480
Speaker 3: maybe hidden capability that we didn't know was there, and

698
00:36:14,560 --> 00:36:17,800
Speaker 3: also being able to aggressively thread it together and build

699
00:36:17,840 --> 00:36:21,280
Speaker 3: it because we had to go live in late November

700
00:36:21,320 --> 00:36:25,160
Speaker 3: early December, and if we weren't ready with all of

701
00:36:25,200 --> 00:36:27,960
Speaker 3: this work and taking our leaders on that journey way

702
00:36:28,000 --> 00:36:31,239
Speaker 3: before the merger happened, we wouldn't been prepared for it.

703
00:36:32,360 --> 00:36:35,000
Speaker 1: So that on the merger, there's been a lots of

704
00:36:35,120 --> 00:36:37,560
Speaker 1: conjecture and speculation about how many people are going and

705
00:36:37,640 --> 00:36:40,680
Speaker 1: what's going to be left and carnagen cut or not.

706
00:36:40,840 --> 00:36:43,680
Speaker 1: There's been both sides of it net net with the merger,

707
00:36:44,000 --> 00:36:49,000
Speaker 1: how many people in Oceania between IPG and Omnicom, What

708
00:36:49,040 --> 00:36:53,480
Speaker 1: will the numbers what were the people numbers and landing

709
00:36:53,520 --> 00:36:56,040
Speaker 1: and how many are going or how many are let go?

710
00:36:56,239 --> 00:36:58,320
Speaker 1: Redundant have left? What have you, But what's what's the

711
00:36:58,880 --> 00:37:01,960
Speaker 1: combined it's going to be. There's got to be efficiencies

712
00:37:02,160 --> 00:37:05,399
Speaker 1: and synergies in there, right, Yeah, there are.

713
00:37:06,080 --> 00:37:08,880
Speaker 3: The numbers very small because the changes each of the

714
00:37:08,960 --> 00:37:12,040
Speaker 3: Omnicon businesses were in a transformation trajectory already before that.

715
00:37:12,160 --> 00:37:13,800
Speaker 2: So that's not because of the merger.

716
00:37:13,800 --> 00:37:15,560
Speaker 3: And if you look at the merger and are not

717
00:37:15,600 --> 00:37:18,480
Speaker 3: getting to global numbers, because that's different in larger markets.

718
00:37:19,239 --> 00:37:22,640
Speaker 3: We are in the tens of people, not the hundreds

719
00:37:22,640 --> 00:37:24,120
Speaker 3: of people, and let go and the changes that have

720
00:37:24,239 --> 00:37:26,520
Speaker 3: been made have already happened where.

721
00:37:26,280 --> 00:37:27,239
Speaker 2: There is duplication.

722
00:37:27,520 --> 00:37:30,760
Speaker 3: And I hate the fact when you're losing good people

723
00:37:30,760 --> 00:37:33,440
Speaker 3: because some good people lost their jobs and that's a

724
00:37:33,640 --> 00:37:36,160
Speaker 3: fricking horrible thing to do. And are only our best

725
00:37:36,200 --> 00:37:38,320
Speaker 3: sorts and wishes with them are in the really senior

726
00:37:38,360 --> 00:37:42,479
Speaker 3: places where it was at CEO executive level CFO level,

727
00:37:42,520 --> 00:37:44,920
Speaker 3: because we had more of those roles than we had

728
00:37:44,920 --> 00:37:46,960
Speaker 3: the brands and capability be that and there are a

729
00:37:47,000 --> 00:37:50,040
Speaker 3: couple of roles underneath it. So the impacts hacked as

730
00:37:50,200 --> 00:37:53,720
Speaker 3: sincerely happened at a senior level. Everything's been public. Everyone

731
00:37:53,800 --> 00:37:56,120
Speaker 3: knows about those changes. The teams that are in place

732
00:37:56,120 --> 00:37:57,920
Speaker 3: now are going to run their businesses and they're going

733
00:37:57,960 --> 00:37:58,320
Speaker 3: to grow.

734
00:37:59,520 --> 00:38:01,440
Speaker 2: And if I look at how.

735
00:38:01,239 --> 00:38:04,040
Speaker 3: Omnico On Media and IPG Media have merged, it's actually

736
00:38:04,080 --> 00:38:06,759
Speaker 3: been additive. We've added added an extra thirty or forty

737
00:38:06,840 --> 00:38:09,200
Speaker 3: jobs that you know, I'll have to get the exact

738
00:38:09,239 --> 00:38:11,200
Speaker 3: number because there are a lot of holes in there.

739
00:38:11,239 --> 00:38:14,520
Speaker 1: So the net between the two groups when you come

740
00:38:14,560 --> 00:38:17,480
Speaker 1: together may not maybe different functions, but you've got more.

741
00:38:17,560 --> 00:38:20,120
Speaker 1: You've added jobs, but versus you've taken some out but

742
00:38:20,320 --> 00:38:21,080
Speaker 1: added mitnet.

743
00:38:21,120 --> 00:38:23,520
Speaker 3: There were blind spots and holes all over the place.

744
00:38:23,760 --> 00:38:26,319
Speaker 3: Also our ability to cross pollinate and move people from

745
00:38:26,320 --> 00:38:28,560
Speaker 3: one P and L to another. That's probably saved over

746
00:38:28,560 --> 00:38:30,920
Speaker 3: one hundred jobs when you're looking at all the different

747
00:38:30,920 --> 00:38:32,920
Speaker 3: businesses that they wouldn't have been able to maintain some

748
00:38:32,960 --> 00:38:36,040
Speaker 3: of those stuff. So there has been changes, but it's

749
00:38:36,080 --> 00:38:38,399
Speaker 3: in the tens and it's at a senior level.

750
00:38:38,600 --> 00:38:40,880
Speaker 2: And again all of that's public.

751
00:38:41,280 --> 00:38:45,000
Speaker 1: Okay, So do we know about your media group? It's

752
00:38:45,040 --> 00:38:47,200
Speaker 1: strong forty as we've saigned, so somewhere between forty two

753
00:38:47,239 --> 00:38:49,160
Speaker 1: and forty five percent of the market in Australia I think,

754
00:38:49,160 --> 00:38:51,000
Speaker 1: and even higher in New Zealand. They're quite strong in

755
00:38:51,040 --> 00:38:54,120
Speaker 1: New Zealand, the omnicmmon and into publics. But what about

756
00:38:54,120 --> 00:38:56,520
Speaker 1: creative So one of the you know DDB at a

757
00:38:56,560 --> 00:38:59,280
Speaker 1: global level has gone. That said, that was a global decision,

758
00:38:59,320 --> 00:39:03,680
Speaker 1: not oce dB is gone. Ironically, McCann stays and it's

759
00:39:03,760 --> 00:39:07,799
Speaker 1: one of the three big creative forces that Omnicom's you know,

760
00:39:07,920 --> 00:39:10,840
Speaker 1: backing in this merger. But there's no McCann in Australia.

761
00:39:11,320 --> 00:39:14,200
Speaker 1: In other words, it's licensed you know, into public's being

762
00:39:14,280 --> 00:39:15,880
Speaker 1: very light on the creative stuff in this market. So

763
00:39:15,880 --> 00:39:17,480
Speaker 1: what do you do with McCann which is such a

764
00:39:17,520 --> 00:39:20,799
Speaker 1: it's one of your three networks left globally for but

765
00:39:20,920 --> 00:39:22,360
Speaker 1: you don't have you don't have a presence in this

766
00:39:22,480 --> 00:39:25,880
Speaker 1: market because it's licensed. Really, isn't it to another party?

767
00:39:26,840 --> 00:39:30,000
Speaker 3: Yeah, and we're still working out what our strategic relationship

768
00:39:30,120 --> 00:39:33,560
Speaker 3: is about some of the license entities. IPG did that

769
00:39:33,560 --> 00:39:36,799
Speaker 3: more than Omnicom did, and that's an important and complicated

770
00:39:36,840 --> 00:39:39,400
Speaker 3: thing to work through with those partners in the next

771
00:39:39,400 --> 00:39:43,600
Speaker 3: six to twelve months. In this market, regardless of what

772
00:39:44,239 --> 00:39:47,359
Speaker 3: mechanics sisting a hero, we felt we were solving our

773
00:39:47,400 --> 00:39:50,560
Speaker 3: client's needs with two major brands with real scale, real

774
00:39:50,600 --> 00:39:54,000
Speaker 3: capability in New Zealand because we have a larger penetration

775
00:39:54,080 --> 00:39:57,520
Speaker 3: across clients and respectfully, there was you know, we are

776
00:39:57,560 --> 00:40:00,440
Speaker 3: deeper into some categories with conflict. We did need three

777
00:40:00,680 --> 00:40:02,720
Speaker 3: major brands to be able to serve as SCC clients

778
00:40:02,760 --> 00:40:07,000
Speaker 3: independently and cleanly in a way that we expected to

779
00:40:07,040 --> 00:40:07,279
Speaker 3: do so.

780
00:40:07,640 --> 00:40:09,279
Speaker 1: And that's part of what you'll be working on with

781
00:40:09,320 --> 00:40:11,920
Speaker 1: the centers of excellence and the systems to connect all

782
00:40:11,920 --> 00:40:13,920
Speaker 1: that and we're going to get to that super interested

783
00:40:13,960 --> 00:40:17,400
Speaker 1: those are really in that advisory level. Nick. There the

784
00:40:17,680 --> 00:40:20,719
Speaker 1: the you've mentioned it, the inclusion of gra Cosway, which

785
00:40:20,719 --> 00:40:24,239
Speaker 1: is essentially, you know, a government relations, lobbying and reputation

786
00:40:24,400 --> 00:40:28,839
Speaker 1: management firm that you've got gr Cosway up there at

787
00:40:28,840 --> 00:40:32,879
Speaker 1: the very top of this you know structure where it's

788
00:40:32,920 --> 00:40:35,960
Speaker 1: the it's the premium in is it because they're involved

789
00:40:36,000 --> 00:40:38,279
Speaker 1: with policy, they're you know, they're at the top with

790
00:40:38,480 --> 00:40:40,480
Speaker 1: the c suite, they're talking to the executives that the

791
00:40:40,520 --> 00:40:43,520
Speaker 1: CEOs and boards because of reputation? Is that why gra

792
00:40:43,640 --> 00:40:45,120
Speaker 1: is in there? What are they bringing to the table

793
00:40:45,120 --> 00:40:46,360
Speaker 1: in the advisory area.

794
00:40:46,560 --> 00:40:49,239
Speaker 3: G ra Cosway would be a very successful business and

795
00:40:49,280 --> 00:40:52,040
Speaker 3: continue to be if it was isolated, they don't need

796
00:40:52,120 --> 00:40:55,759
Speaker 3: help getting new business. But it's extraordinary. It's amazing what

797
00:40:55,800 --> 00:40:59,240
Speaker 3: they're exposed to. So if there's a risk mitigation issue,

798
00:40:59,280 --> 00:41:02,200
Speaker 3: it is usually something that as you go down the pipe,

799
00:41:02,280 --> 00:41:04,960
Speaker 3: can be solved. Is it a customer experience problem? Is

800
00:41:04,960 --> 00:41:08,080
Speaker 3: it a behavior problem? Is it blah blah blah. Now

801
00:41:09,280 --> 00:41:13,600
Speaker 3: those words to a consultant are familiar, those words to

802
00:41:13,640 --> 00:41:16,880
Speaker 3: an agency aren't. So if I look at gra Cosway,

803
00:41:17,880 --> 00:41:20,520
Speaker 3: maybe a third of the work that they do, someone

804
00:41:20,560 --> 00:41:22,440
Speaker 3: else is going to deliver the solution. They are an

805
00:41:22,440 --> 00:41:25,279
Speaker 3: advisory business, and you go, Okay, that's really interesting. That

806
00:41:25,360 --> 00:41:27,840
Speaker 3: could be solved by customer innovation. That could be solved

807
00:41:27,840 --> 00:41:31,480
Speaker 3: by a cultural transformation led by a redesign of how

808
00:41:31,520 --> 00:41:32,960
Speaker 3: my brand behaves turns.

809
00:41:32,719 --> 00:41:33,880
Speaker 2: Up blah blah blah.

810
00:41:34,040 --> 00:41:38,240
Speaker 3: So the cross sell and cross pollination between Gura Cosway,

811
00:41:39,120 --> 00:41:42,360
Speaker 3: the Loom and then Crederra. Because Kadera is a marketing,

812
00:41:42,800 --> 00:41:46,120
Speaker 3: marketing customer technology business, they have the capability to build

813
00:41:46,120 --> 00:41:47,279
Speaker 3: a lot of the stuff that.

814
00:41:47,160 --> 00:41:48,080
Speaker 2: The Loom are producing.

815
00:41:48,120 --> 00:41:50,359
Speaker 3: Now they are separate teams as separate p and ls,

816
00:41:50,360 --> 00:41:53,080
Speaker 3: but they all operate in an advisory world and they're

817
00:41:53,080 --> 00:41:55,320
Speaker 3: probably more familiar with each other than they may be

818
00:41:55,640 --> 00:41:59,759
Speaker 3: classic agency and marketing world, so they are the opportunity

819
00:41:59,760 --> 00:42:02,920
Speaker 3: to them all is issued, and there'd be one hundred

820
00:42:02,920 --> 00:42:05,520
Speaker 3: and fifty of them now across on the commercal That

821
00:42:05,560 --> 00:42:09,160
Speaker 3: is a huge advisory business with real heston scale, and

822
00:42:10,320 --> 00:42:11,080
Speaker 3: I'm excited by it.

823
00:42:11,719 --> 00:42:13,879
Speaker 1: Well, and now now we get to the interesting bit,

824
00:42:13,920 --> 00:42:16,480
Speaker 1: which is, Okay, you've got that top that top level

825
00:42:16,480 --> 00:42:20,320
Speaker 1: of advisor, which is new, it's consolidated, it's got bigger bang.

826
00:42:20,680 --> 00:42:23,959
Speaker 1: How does this all come together or come through these

827
00:42:24,000 --> 00:42:26,799
Speaker 1: new centers of excellence that you've created. You've got six

828
00:42:27,080 --> 00:42:30,000
Speaker 1: centers of excellence. I'll just set it up because you

829
00:42:30,000 --> 00:42:32,480
Speaker 1: already know them. I'm learning this stuff. But you've got

830
00:42:32,560 --> 00:42:37,960
Speaker 1: data and analytics, marketing technology, earned owned in customers, another

831
00:42:38,360 --> 00:42:42,560
Speaker 1: production and content and commerce. So they're the six you've

832
00:42:42,640 --> 00:42:44,400
Speaker 1: landed on. How long ago did you know this is

833
00:42:44,400 --> 00:42:46,160
Speaker 1: where you're going to end up? And talk us through

834
00:42:46,200 --> 00:42:49,000
Speaker 1: the centers of excellence and how that drives it very

835
00:42:49,160 --> 00:42:52,120
Speaker 1: seems to be a very different way that Omnicom is

836
00:42:52,120 --> 00:42:53,080
Speaker 1: going to go to market.

837
00:42:53,360 --> 00:42:55,680
Speaker 3: The model was clear a long time ago, and obviously

838
00:42:55,680 --> 00:42:57,120
Speaker 3: I had a bit of a ramp up before I

839
00:42:57,120 --> 00:42:59,800
Speaker 3: took the job formerly and had been working in this space,

840
00:43:00,000 --> 00:43:04,120
Speaker 3: so it's not it wasn't un obvious that needs something

841
00:43:04,200 --> 00:43:06,919
Speaker 3: needed to change and the job to do the job,

842
00:43:06,960 --> 00:43:09,760
Speaker 3: and to accept the job, it was can I go upstream.

843
00:43:09,360 --> 00:43:11,279
Speaker 2: And build advisory in strategic capability?

844
00:43:11,280 --> 00:43:13,040
Speaker 3: I think we all know that there's an opportunity to

845
00:43:13,040 --> 00:43:14,600
Speaker 3: do it.

846
00:43:14,000 --> 00:43:15,080
Speaker 2: Just not everyone's got the how.

847
00:43:16,520 --> 00:43:16,800
Speaker 1: Two.

848
00:43:17,800 --> 00:43:20,440
Speaker 3: If clients are looking for end to end and I

849
00:43:20,560 --> 00:43:24,279
Speaker 3: do say that with sincere meaning is in air type

850
00:43:24,320 --> 00:43:28,200
Speaker 3: capability and they're looking to fill more gaps, either secondered capability,

851
00:43:28,200 --> 00:43:31,719
Speaker 3: blind spots, whatever it might be, then we needed the

852
00:43:31,719 --> 00:43:33,920
Speaker 3: agency brands, the ones on the media side and the

853
00:43:33,920 --> 00:43:36,319
Speaker 3: creative side to be able to access more capability. It

854
00:43:36,400 --> 00:43:39,080
Speaker 3: is impossible for any media or credive agency to be

855
00:43:39,080 --> 00:43:41,040
Speaker 3: an end to end marketing solution. You couldn't ask them,

856
00:43:41,040 --> 00:43:43,759
Speaker 3: you wouldn't expect them to. It would be impossible, and

857
00:43:43,800 --> 00:43:45,759
Speaker 3: the pressure on them was also a bit unfair. So

858
00:43:46,719 --> 00:43:49,799
Speaker 3: if these services are agnostic and can be accessed by

859
00:43:49,840 --> 00:43:52,160
Speaker 3: any of the agencies, it suddenly means that whether an

860
00:43:52,160 --> 00:43:54,839
Speaker 3: agencies one hundred, two hundred and three hundred people there's

861
00:43:54,840 --> 00:43:56,799
Speaker 3: something got access to an extra thousand.

862
00:43:56,440 --> 00:43:57,799
Speaker 2: People of deep capability.

863
00:43:57,800 --> 00:43:59,840
Speaker 3: Now, these capabilities, some of them sit in more classic

864
00:44:00,000 --> 00:44:01,840
Speaker 3: agency world and we'll break it down in a minute,

865
00:44:02,000 --> 00:44:05,000
Speaker 3: and some of them sit much deeper into the broader

866
00:44:05,000 --> 00:44:09,040
Speaker 3: marketing customer transformation space. So suddenly they're talking a different narrative.

867
00:44:09,080 --> 00:44:11,799
Speaker 3: They'll be able to be additive and they're not incentivized

868
00:44:11,800 --> 00:44:14,839
Speaker 3: to sell these capabilities. They're simply there should a client

869
00:44:14,920 --> 00:44:17,160
Speaker 3: need them or want them and be able to extend

870
00:44:17,200 --> 00:44:21,080
Speaker 3: their current current services. I would say eighty percent of

871
00:44:21,080 --> 00:44:24,200
Speaker 3: our clients we've talked to have appreciated this, They've been interested,

872
00:44:24,320 --> 00:44:27,080
Speaker 3: this has been additive. Again, the proof and being putting

873
00:44:27,120 --> 00:44:29,239
Speaker 3: in the next twelve to eighteen months and seeing how

874
00:44:29,280 --> 00:44:30,120
Speaker 3: that translates.

875
00:44:30,760 --> 00:44:33,240
Speaker 1: Yes, well, the interesting thing about your centers of excellence

876
00:44:33,239 --> 00:44:37,080
Speaker 1: as well as you say, well, firstly, the bigger context

877
00:44:37,080 --> 00:44:40,120
Speaker 1: here is that what about one hundred brands thereabouts have

878
00:44:40,440 --> 00:44:44,719
Speaker 1: gone in the Omnicom portfolio and Oceania agency brands. You know,

879
00:44:44,760 --> 00:44:47,960
Speaker 1: you say interesting things like some were actually products, they

880
00:44:47,960 --> 00:44:50,480
Speaker 1: weren't agencies as a whole. There's a whole scope of

881
00:44:50,760 --> 00:44:53,600
Speaker 1: rationale as to why you've done that. But there's there's

882
00:44:53,600 --> 00:44:54,640
Speaker 1: a hundred brands gone right.

883
00:44:54,640 --> 00:44:58,800
Speaker 3: Nick, Yeah, there'd be about one hundred brand names gone

884
00:44:58,960 --> 00:45:01,640
Speaker 3: like it was the mes architecture you could ever imagine.

885
00:45:01,640 --> 00:45:04,560
Speaker 3: And again I've not been critical. We were We were

886
00:45:04,600 --> 00:45:07,520
Speaker 3: making our life complicated to navigate. So you know this

887
00:45:07,600 --> 00:45:09,640
Speaker 3: is a podcast. There isn't a map. You've seen a map.

888
00:45:10,080 --> 00:45:12,440
Speaker 3: Suddenly it's really simple for a client to navigate, no

889
00:45:12,480 --> 00:45:14,560
Speaker 3: where to go through, and more importantly, our own people

890
00:45:15,040 --> 00:45:17,480
Speaker 3: because in problem design, you're going if a client has

891
00:45:17,560 --> 00:45:20,600
Speaker 3: problem X, what do I need to solve that problem?

892
00:45:20,840 --> 00:45:22,520
Speaker 3: And who are the subject matter experts I need to

893
00:45:22,520 --> 00:45:24,960
Speaker 3: bring along with me? Because it's okay if I'm in

894
00:45:25,000 --> 00:45:28,359
Speaker 3: a creative immedia and to say I don't have that capability,

895
00:45:28,360 --> 00:45:30,319
Speaker 3: but I know someone who can and I'll bring them in.

896
00:45:31,400 --> 00:45:34,319
Speaker 3: There was confusion, there was a lot of duplication. There

897
00:45:34,320 --> 00:45:36,640
Speaker 3: was a lot of confusion. There were teams that were

898
00:45:36,680 --> 00:45:38,799
Speaker 3: being brands, there were products that were being brands. So

899
00:45:40,440 --> 00:45:42,720
Speaker 3: there were a number with Sunset. They were all very public.

900
00:45:42,760 --> 00:45:46,120
Speaker 3: Everyone knows about it. But there were over one hundred

901
00:45:46,840 --> 00:45:50,320
Speaker 3: brand names being touted and in our architecture it was

902
00:45:50,400 --> 00:45:53,319
Speaker 3: logo soup. So we've got that down to and I've

903
00:45:53,440 --> 00:45:55,160
Speaker 3: not got the exact number, but it's in the low

904
00:45:55,239 --> 00:45:59,240
Speaker 3: thirties in terms of client facing shopfronts and seer brands

905
00:45:59,760 --> 00:46:02,560
Speaker 3: that we're working with, and that was well over one hundred.

906
00:46:02,920 --> 00:46:05,920
Speaker 1: Right. And on the flip side too, that rationalization on

907
00:46:06,040 --> 00:46:09,200
Speaker 1: brand names, if you like, there's the Centers of Excellence

908
00:46:09,320 --> 00:46:12,360
Speaker 1: with each of them, each of those Centers of Excellence

909
00:46:12,360 --> 00:46:15,840
Speaker 1: being run by an individual who you say, those people

910
00:46:15,880 --> 00:46:18,759
Speaker 1: running the Centers of Excellence had as much influence and

911
00:46:18,840 --> 00:46:21,880
Speaker 1: impact as the agency CEO. So this is very important

912
00:46:21,920 --> 00:46:24,240
Speaker 1: in it for you, the way that the chef Centers

913
00:46:24,239 --> 00:46:27,239
Speaker 1: of Excellence operators that you've got leaders in there that

914
00:46:27,280 --> 00:46:30,279
Speaker 1: you say, our next gen and they're really really important.

915
00:46:30,800 --> 00:46:34,759
Speaker 1: So we talked through perhaps those units. You've got those

916
00:46:34,760 --> 00:46:37,480
Speaker 1: centers of Excellence and the people by the way, so

917
00:46:37,560 --> 00:46:39,480
Speaker 1: you've went you went inside. You're saying you've got you

918
00:46:39,520 --> 00:46:41,799
Speaker 1: went inside, and you've got people that are running this

919
00:46:41,920 --> 00:46:42,640
Speaker 1: from internally.

920
00:46:42,960 --> 00:46:46,839
Speaker 3: When we started and this is Adrian Paul and I,

921
00:46:46,920 --> 00:46:50,720
Speaker 3: we were hoping to find great talent within and people

922
00:46:50,760 --> 00:46:54,600
Speaker 3: that we could find elevate and amplify into these roles

923
00:46:54,640 --> 00:46:57,040
Speaker 3: because it wasn't our desire to look from outside someone

924
00:46:57,080 --> 00:46:59,560
Speaker 3: that's already familiar with on the colm and maybe had

925
00:46:59,600 --> 00:47:03,600
Speaker 3: extraord skill and behavior and was culturally attuned. We thought

926
00:47:03,640 --> 00:47:06,400
Speaker 3: we could elevate and thankfully we've found those people. So

927
00:47:06,480 --> 00:47:08,320
Speaker 3: not every center of excellence is run by one person.

928
00:47:08,400 --> 00:47:11,239
Speaker 3: Some of them is a team, and they're not all

929
00:47:11,280 --> 00:47:14,040
Speaker 3: identical in the way they're designed. So I'll run through

930
00:47:14,080 --> 00:47:17,439
Speaker 3: it like we've got Omnicom Intelligence, which is our data analytics,

931
00:47:17,560 --> 00:47:19,319
Speaker 3: market research and insights group.

932
00:47:19,360 --> 00:47:21,520
Speaker 1: Who's that pulled together? Nick? Yeah, so what You've got

933
00:47:21,520 --> 00:47:23,480
Speaker 1: different units and division speeding into that.

934
00:47:23,680 --> 00:47:24,200
Speaker 2: Yeah, we do.

935
00:47:24,440 --> 00:47:24,520
Speaker 1: So.

936
00:47:24,960 --> 00:47:27,440
Speaker 3: In a previous life, if you worked on any media

937
00:47:27,440 --> 00:47:29,600
Speaker 3: and creative brand, you probably only had exposure to somewhere

938
00:47:29,600 --> 00:47:32,200
Speaker 3: between five and ten percent of that collective intelligence of

939
00:47:32,239 --> 00:47:35,399
Speaker 3: that brand. So it's in a vertical way, right, You're

940
00:47:35,400 --> 00:47:39,440
Speaker 3: now this is centralization. So Axiom plugs into that analytic

941
00:47:39,480 --> 00:47:43,000
Speaker 3: plugs into that perceptive, which is Danshaw, and Danshaw's running

942
00:47:43,040 --> 00:47:46,320
Speaker 3: the center of excellence across the group, but in partnership

943
00:47:46,320 --> 00:47:48,120
Speaker 3: with the leaders of all the other businesses that we're

944
00:47:48,120 --> 00:47:48,759
Speaker 3: not you know, we're not.

945
00:47:48,800 --> 00:47:49,920
Speaker 2: We haven't wiped them out.

946
00:47:50,000 --> 00:47:53,000
Speaker 3: This is this is a central leadership role and a

947
00:47:53,040 --> 00:47:54,719
Speaker 3: coordination and orchestration role.

948
00:47:55,680 --> 00:47:58,839
Speaker 2: We've got Hall and Partners. We've got Quantum, and we've

949
00:47:58,840 --> 00:48:02,680
Speaker 2: got the various different agency brand intelligence groups. So if

950
00:48:02,719 --> 00:48:04,040
Speaker 2: you were working.

951
00:48:03,719 --> 00:48:06,279
Speaker 3: On a client X and you're a credit immediate, so

952
00:48:06,360 --> 00:48:09,600
Speaker 3: you now have access to all of Omlicon's global IPN

953
00:48:09,680 --> 00:48:12,160
Speaker 3: intelligence and be able to use it to your advantage.

954
00:48:12,239 --> 00:48:14,080
Speaker 3: How you use it will be down to the CEO's

955
00:48:14,080 --> 00:48:17,360
Speaker 3: and the agency leaderships, which will be quite unique and differentiated.

956
00:48:17,880 --> 00:48:20,640
Speaker 3: But this is a central team of close to two

957
00:48:20,719 --> 00:48:24,560
Speaker 3: hundred people in Omlicom intelligence again plugged into global. But

958
00:48:24,680 --> 00:48:27,040
Speaker 3: in a past life, if I take TBWA for example,

959
00:48:27,080 --> 00:48:29,000
Speaker 3: they would go up the line to TBWA, they might

960
00:48:29,000 --> 00:48:31,239
Speaker 3: go up the line to a partner in Omnicom and

961
00:48:31,280 --> 00:48:35,000
Speaker 3: get that information. All this information and intelligence floods in here,

962
00:48:35,600 --> 00:48:40,560
Speaker 3: and it's democratized across the whole group, which is very exciting.

963
00:48:40,600 --> 00:48:42,800
Speaker 2: If you're looking at how do I show show.

964
00:48:42,680 --> 00:48:45,160
Speaker 3: Up proactively, how do I add more strategic rigor how

965
00:48:45,200 --> 00:48:47,960
Speaker 3: am I bringing category examples of add a category examples

966
00:48:47,960 --> 00:48:49,960
Speaker 3: from best of class from all around the world. I

967
00:48:50,000 --> 00:48:54,400
Speaker 3: mean being exposed to True Central, which is McCann's global

968
00:48:54,400 --> 00:48:58,960
Speaker 3: intelligence unit. It's some amazing content. A backslash at TBWA

969
00:48:59,000 --> 00:49:01,200
Speaker 3: bbdo no's. They are now.

970
00:49:01,160 --> 00:49:03,320
Speaker 2: All available to all of those leaders, whether.

971
00:49:03,120 --> 00:49:08,239
Speaker 3: You're in creative and media, and there's some absolutely brilliant business, commercial,

972
00:49:08,360 --> 00:49:11,320
Speaker 3: and societal insight in that level that is now exposed

973
00:49:11,360 --> 00:49:14,800
Speaker 3: to And again same is true on the media side.

974
00:49:15,360 --> 00:49:19,160
Speaker 1: How much efficiency there is, absolutely you can see there is.

975
00:49:19,920 --> 00:49:22,480
Speaker 1: You're trying to get rid of some duplication here amongst

976
00:49:22,480 --> 00:49:24,319
Speaker 1: all your brands as well, because everyone will be trying

977
00:49:24,360 --> 00:49:26,680
Speaker 1: to do some of these centers of excellence. This is

978
00:49:26,719 --> 00:49:30,920
Speaker 1: the duplication thing you're talking about in terms of eliminating it.

979
00:49:30,960 --> 00:49:33,640
Speaker 1: But I'm really keen to see. Okay, I get the structure,

980
00:49:33,719 --> 00:49:35,839
Speaker 1: I get the theory, how do you make it work?

981
00:49:35,880 --> 00:49:38,279
Speaker 1: How do you get those four different divisions and data

982
00:49:38,320 --> 00:49:40,879
Speaker 1: and analytics to actually do what you want them to do?

983
00:49:41,280 --> 00:49:43,840
Speaker 1: Historically people have not done that. That's been self interest.

984
00:49:43,880 --> 00:49:47,040
Speaker 1: So marketing technology perhaps is well, that's another center of

985
00:49:47,080 --> 00:49:48,600
Speaker 1: Excellence's what's broad in there.

986
00:49:49,080 --> 00:49:52,440
Speaker 3: So this is marketing technology sits in an advisory and a

987
00:49:52,520 --> 00:49:55,040
Speaker 3: center of excellence, and it's not now all branded under

988
00:49:55,120 --> 00:49:58,040
Speaker 3: Criderra cal Maxwell.

989
00:49:57,640 --> 00:49:59,560
Speaker 2: Who was the previous CEO of Levo, who I.

990
00:49:59,520 --> 00:50:03,799
Speaker 3: Think did absolutely phenomenal job building Levo's capability up within

991
00:50:03,840 --> 00:50:06,120
Speaker 3: the Clevenger group and again credit to him with what

992
00:50:06,160 --> 00:50:08,920
Speaker 3: he's achieved in that ecosystem. He's now plugged into a

993
00:50:09,000 --> 00:50:14,239
Speaker 3: much broader, larger group that's about one hundred and fifty deep.

994
00:50:14,520 --> 00:50:17,600
Speaker 3: And again it has its own existing clients, it's working

995
00:50:17,640 --> 00:50:20,480
Speaker 3: in cross sell with a lot of our agencies, and

996
00:50:21,400 --> 00:50:24,960
Speaker 3: it's helping us with our own marketing transformation. So this

997
00:50:25,160 --> 00:50:27,880
Speaker 3: is this is one of the largest growth areas. So

998
00:50:27,960 --> 00:50:30,520
Speaker 3: if there's anything right, ask where's the growth with the

999
00:50:30,520 --> 00:50:31,080
Speaker 3: growth spots?

1000
00:50:31,080 --> 00:50:31,759
Speaker 1: This is one of them, is it?

1001
00:50:31,880 --> 00:50:33,040
Speaker 2: Yeah? This is huge.

1002
00:50:33,200 --> 00:50:35,960
Speaker 3: Now it should be able to double a trouble in

1003
00:50:36,000 --> 00:50:38,200
Speaker 3: size in the next couple of years, because it's not.

1004
00:50:38,880 --> 00:50:41,960
Speaker 3: I don't believe marketing technology is a silo and needs

1005
00:50:41,960 --> 00:50:42,840
Speaker 3: to be seen as a silo.

1006
00:50:42,920 --> 00:50:44,320
Speaker 2: How does that integrate into media?

1007
00:50:44,400 --> 00:50:48,239
Speaker 3: How do we build capabilities around both the martek and

1008
00:50:48,320 --> 00:50:52,880
Speaker 3: the media and the content AUTOMATD content at scale, the systems, integration,

1009
00:50:53,160 --> 00:50:58,840
Speaker 3: the connection and weaving all this through larger client ecosystems is.

1010
00:50:59,160 --> 00:51:00,879
Speaker 2: A very complex job.

1011
00:51:00,960 --> 00:51:04,040
Speaker 3: So most conversations when I'm talking to cmos, you go,

1012
00:51:04,160 --> 00:51:06,920
Speaker 3: what is the aha moment? I had no idea you

1013
00:51:07,000 --> 00:51:09,120
Speaker 3: had that deeper bench in marketing technology. I had no

1014
00:51:09,200 --> 00:51:12,880
Speaker 3: idea you had that system's integration capability, So all of

1015
00:51:12,920 --> 00:51:14,200
Speaker 3: these things suddenly become additive.

1016
00:51:14,239 --> 00:51:16,160
Speaker 1: What I think you argue most of it. Most of

1017
00:51:16,160 --> 00:51:18,399
Speaker 1: your people didn't know that you had it either.

1018
00:51:18,520 --> 00:51:21,320
Speaker 3: But it's been wonderful going to these meetings with clients

1019
00:51:21,320 --> 00:51:24,439
Speaker 3: with the CEOs of the agencies and or Christian Crewan

1020
00:51:24,480 --> 00:51:28,000
Speaker 3: who's sits, or Nikki Grafton in New Zealand, because they're

1021
00:51:28,000 --> 00:51:30,839
Speaker 3: seeing a different conversation with their cmos and CEOs and

1022
00:51:30,880 --> 00:51:33,440
Speaker 3: a different narrative that lights up and go right, one

1023
00:51:33,440 --> 00:51:34,439
Speaker 3: plus one equals three?

1024
00:51:34,480 --> 00:51:36,120
Speaker 2: How do I plug this? And oh you do that?

1025
00:51:36,160 --> 00:51:37,040
Speaker 2: How can I go here?

1026
00:51:38,400 --> 00:51:44,440
Speaker 3: It's a much broader conversation around capability, design and strategy

1027
00:51:44,440 --> 00:51:47,320
Speaker 3: and effectiveness versus looking at through a siloed lens.

1028
00:51:47,640 --> 00:51:50,560
Speaker 1: Earned is another center of excellence, and this one, I

1029
00:51:50,560 --> 00:51:52,719
Speaker 1: think this is where your corporate comms, your PR. You

1030
00:51:52,760 --> 00:51:55,719
Speaker 1: had something like I think eleven PR brands. You're down

1031
00:51:55,719 --> 00:51:57,480
Speaker 1: to two or three? Is that right? Yeah?

1032
00:51:57,520 --> 00:51:58,400
Speaker 2: We had we had a bunch.

1033
00:51:59,000 --> 00:52:03,320
Speaker 3: The two primary one now are eleven itself and Fleishman Hilliard.

1034
00:52:04,440 --> 00:52:07,239
Speaker 3: Roberto Pace is sitting across this group, but also within

1035
00:52:07,280 --> 00:52:09,359
Speaker 3: that group and the leadership team are represented as from

1036
00:52:09,360 --> 00:52:13,040
Speaker 3: look on Media, the content and influencer group. It probably

1037
00:52:13,080 --> 00:52:16,319
Speaker 3: sits about two hundred and fifty plus people either side

1038
00:52:16,320 --> 00:52:19,640
Speaker 3: of the Tasman and it's connected both sides of the Tasman. Again,

1039
00:52:19,800 --> 00:52:23,560
Speaker 3: eleven was connected to TVWA. They did an amazing job

1040
00:52:23,600 --> 00:52:27,960
Speaker 3: building that capability as a creatively fueled earned company, but

1041
00:52:28,040 --> 00:52:31,160
Speaker 3: it has so much opportunity working directly with media, working

1042
00:52:31,200 --> 00:52:34,319
Speaker 3: with BBO or McCann in New Zealand, and there's some

1043
00:52:34,360 --> 00:52:36,160
Speaker 3: extraordinary talent in that.

1044
00:52:35,520 --> 00:52:37,160
Speaker 2: That was a removal of.

1045
00:52:37,200 --> 00:52:42,080
Speaker 3: Duplication and freedom to use Omnicom Oceana as a platform

1046
00:52:42,160 --> 00:52:47,160
Speaker 3: to grow and connect with clients. Again, a capability a

1047
00:52:47,239 --> 00:52:50,120
Speaker 3: large number of our clients didn't know we had and really.

1048
00:52:50,040 --> 00:52:51,040
Speaker 2: Leaning into yes.

1049
00:52:51,080 --> 00:52:52,600
Speaker 1: And then one of the big ones out of that,

1050
00:52:52,640 --> 00:52:54,239
Speaker 1: one the names that sort of left a bit like

1051
00:52:54,320 --> 00:52:56,200
Speaker 1: DDB on the agency side is that Port in the

1052
00:52:56,239 --> 00:52:59,279
Speaker 1: Valley no longer in the A and Z market or

1053
00:52:59,360 --> 00:53:01,640
Speaker 1: the ocean as a result of this. So there's some

1054
00:53:01,640 --> 00:53:04,040
Speaker 1: sort of pretty interesting stuff going on there. Owned in

1055
00:53:04,080 --> 00:53:07,840
Speaker 1: Customer there's a new center of excellence. This is different.

1056
00:53:08,280 --> 00:53:08,520
Speaker 2: YEP.

1057
00:53:08,960 --> 00:53:12,560
Speaker 3: If I look at something I think is not understood

1058
00:53:12,680 --> 00:53:15,719
Speaker 3: enough when we talk about customer. Customer is bigger than

1059
00:53:15,719 --> 00:53:18,399
Speaker 3: customer comms with one to one, customer is everything. So

1060
00:53:18,440 --> 00:53:23,880
Speaker 3: it's digital experience, product integration, product design, and there's a

1061
00:53:23,960 --> 00:53:26,440
Speaker 3: huge plug into this part into the loom. So the

1062
00:53:26,560 --> 00:53:29,160
Speaker 3: cross sell between the loom and where this business is

1063
00:53:29,200 --> 00:53:33,400
Speaker 3: going to land. We will have one client facing brand

1064
00:53:33,440 --> 00:53:35,839
Speaker 3: that's going to announce in a few weeks. But we've

1065
00:53:35,840 --> 00:53:39,720
Speaker 3: got extraordinary customer and owned capability sitting in media, particularly

1066
00:53:39,760 --> 00:53:43,520
Speaker 3: with Resolution, which are a fantastic team. We've got Band

1067
00:53:43,640 --> 00:53:46,560
Speaker 3: Digital Arts Network and track Drival in New Zealand which

1068
00:53:47,320 --> 00:53:49,440
Speaker 3: has done some extraordinary stuff in the last few years.

1069
00:53:50,040 --> 00:53:52,240
Speaker 3: There's also a capability sitting in some of the creative

1070
00:53:52,239 --> 00:53:55,400
Speaker 3: brands here. Now you aggregate all of that together and

1071
00:53:55,440 --> 00:53:59,399
Speaker 3: you get that team working together. That's about one hundred

1072
00:53:59,400 --> 00:54:02,880
Speaker 3: and twenty people who have got deep, deep customer and

1073
00:54:02,960 --> 00:54:07,040
Speaker 3: own experience, and I think there is huge opportunities to growth,

1074
00:54:07,080 --> 00:54:11,040
Speaker 3: particularly on the creative brand side, of being able to

1075
00:54:11,080 --> 00:54:13,840
Speaker 3: expand their remits, being able to be additive and supportive

1076
00:54:13,840 --> 00:54:17,759
Speaker 3: to our clients. So this will be three things. One

1077
00:54:17,760 --> 00:54:21,360
Speaker 3: to one communication that's a no brainer. Two, a broader

1078
00:54:21,400 --> 00:54:25,200
Speaker 3: digital experience and how to influence every customer touch point

1079
00:54:25,360 --> 00:54:29,680
Speaker 3: and three genuine product and service build.

1080
00:54:31,200 --> 00:54:32,640
Speaker 2: So this will be like CRIDERA.

1081
00:54:32,800 --> 00:54:36,000
Speaker 3: This is a delivery arm in partnership or in strategic

1082
00:54:36,000 --> 00:54:36,879
Speaker 3: partnership with the Loom.

1083
00:54:36,920 --> 00:54:40,839
Speaker 1: Got it? Okay? Production and content are another pretty big

1084
00:54:40,880 --> 00:54:43,200
Speaker 1: one going down everywhere for everyone at the moment, right

1085
00:54:43,239 --> 00:54:46,320
Speaker 1: production and content creative, the messaging stuff.

1086
00:54:47,239 --> 00:54:49,799
Speaker 3: I don't want to waste time talking about duplication and

1087
00:54:49,840 --> 00:54:52,360
Speaker 3: optimization because I think every whole coast doing it and

1088
00:54:52,400 --> 00:54:53,000
Speaker 3: we have to do it.

1089
00:54:53,000 --> 00:54:54,520
Speaker 2: It's a no brain like it.

1090
00:54:54,760 --> 00:54:58,759
Speaker 3: Simply you need scale to transform and that transformation is

1091
00:54:58,760 --> 00:55:01,880
Speaker 3: happening at the pace that's petrifying at the moment, and

1092
00:55:02,320 --> 00:55:03,160
Speaker 3: let's use that.

1093
00:55:03,080 --> 00:55:04,480
Speaker 2: Speed for good.

1094
00:55:05,200 --> 00:55:08,520
Speaker 3: Where the real opportunity is the data enabled media fueled

1095
00:55:08,680 --> 00:55:12,080
Speaker 3: automated content at scale pipe and if you connect that

1096
00:55:12,160 --> 00:55:17,360
Speaker 3: into the media capability, you're starting to talk a really,

1097
00:55:17,600 --> 00:55:21,840
Speaker 3: really transformative game. And again switch between effectiveness sorry efficiency

1098
00:55:21,880 --> 00:55:24,640
Speaker 3: into effectiveness. How do I produce more content at the

1099
00:55:24,640 --> 00:55:27,000
Speaker 3: same two more to the right audience at the right time,

1100
00:55:27,040 --> 00:55:28,600
Speaker 3: and how am I measuring it in real time? So

1101
00:55:28,640 --> 00:55:32,040
Speaker 3: I am absolutely being able to have a deeper understanding

1102
00:55:32,080 --> 00:55:32,760
Speaker 3: of what's working.

1103
00:55:33,200 --> 00:55:35,600
Speaker 2: There is only going to be one pipe. It can't be.

1104
00:55:35,560 --> 00:55:40,759
Speaker 3: Separated, and that complete connection in production is something we

1105
00:55:40,840 --> 00:55:43,480
Speaker 3: have to build out of on the conproduction so as

1106
00:55:43,480 --> 00:55:46,200
Speaker 3: we evolve it and launch it and understand where that sits,

1107
00:55:46,320 --> 00:55:49,000
Speaker 3: it's going to be aggregated across the whole business. It's

1108
00:55:49,040 --> 00:55:50,759
Speaker 3: not going to sit in just creative. It's not going

1109
00:55:50,800 --> 00:55:54,080
Speaker 3: to just set media. It's its own entity. But where

1110
00:55:54,120 --> 00:55:56,960
Speaker 3: the real scale will be the opportunity to design this

1111
00:55:57,400 --> 00:56:00,520
Speaker 3: automated content at scale and plug into our media agencies.

1112
00:56:00,520 --> 00:56:04,680
Speaker 3: There isn't a client I've met yet who doesn't appreciate

1113
00:56:04,719 --> 00:56:09,080
Speaker 3: that because media has access to audience and channel being

1114
00:56:09,080 --> 00:56:10,800
Speaker 3: able to plug content into it, it's not going to

1115
00:56:10,840 --> 00:56:13,040
Speaker 3: be a separate content wide it has to be connected.

1116
00:56:13,200 --> 00:56:15,160
Speaker 1: Is that? What was that when you talk about automated

1117
00:56:15,160 --> 00:56:18,239
Speaker 1: content at scale? What what are you talking about there?

1118
00:56:18,280 --> 00:56:21,080
Speaker 1: And give us a use case on that one hypothetical.

1119
00:56:23,360 --> 00:56:26,239
Speaker 3: Every single piece of content a client wants to make

1120
00:56:26,280 --> 00:56:30,000
Speaker 3: a course, paid, earned and owned.

1121
00:56:30,440 --> 00:56:32,600
Speaker 2: Should be able to be driven out of the system.

1122
00:56:32,840 --> 00:56:35,520
Speaker 3: And what we're building is going to be plugging able

1123
00:56:35,560 --> 00:56:39,400
Speaker 3: to other agencies. We're notre creating a wall garden independent agencies.

1124
00:56:39,440 --> 00:56:41,600
Speaker 3: If with a media agency can plug into it clients

1125
00:56:41,640 --> 00:56:44,319
Speaker 3: own capability, and I think the real scaled opportunity is

1126
00:56:44,320 --> 00:56:48,080
Speaker 3: and enterprise content, which is probably a lot bigger than

1127
00:56:48,320 --> 00:56:52,360
Speaker 3: marketing content. So employee communications, all their owned assets, anything

1128
00:56:52,360 --> 00:56:54,120
Speaker 3: in a one to one personalized space.

1129
00:56:54,600 --> 00:56:56,680
Speaker 2: It should be. It's absolutely huge.

1130
00:56:57,640 --> 00:57:00,279
Speaker 1: And it's automated in terms of from God or woe

1131
00:57:00,480 --> 00:57:03,719
Speaker 1: or is there when you say automated at scale, is

1132
00:57:03,760 --> 00:57:07,560
Speaker 1: the technology creating the messaging as well in real time? Right?

1133
00:57:07,600 --> 00:57:09,520
Speaker 1: So it's literally automotive.

1134
00:57:09,360 --> 00:57:13,320
Speaker 3: Of very precise brand guidelines, directions, visual identity and design

1135
00:57:13,400 --> 00:57:17,240
Speaker 3: thinking like this would be chaos and dangerous if it wasn't,

1136
00:57:17,280 --> 00:57:19,360
Speaker 3: but under governance and framework.

1137
00:57:19,680 --> 00:57:23,280
Speaker 1: Yes, So that's the automation side. There's also centralized of

1138
00:57:23,280 --> 00:57:25,440
Speaker 1: production units that some of your rivals are sort of

1139
00:57:25,480 --> 00:57:29,360
Speaker 1: working towards or are doing, and I guess this is

1140
00:57:29,400 --> 00:57:31,840
Speaker 1: where there's a lot of action as well. Will you

1141
00:57:31,840 --> 00:57:36,240
Speaker 1: have a centralized production unit for everything that's not automated.

1142
00:57:36,200 --> 00:57:36,680
Speaker 2: There will be.

1143
00:57:38,400 --> 00:57:42,160
Speaker 3: The right level of creative solutions thinking in the creative agencies,

1144
00:57:42,320 --> 00:57:45,680
Speaker 3: call them what you want, executive producers, creative solutions. But

1145
00:57:45,720 --> 00:57:49,280
Speaker 3: the centralized capability around design.

1146
00:57:50,320 --> 00:57:52,640
Speaker 2: Editing, high volume.

1147
00:57:52,280 --> 00:57:55,400
Speaker 3: Work mac ops, there has to be a central team

1148
00:57:55,640 --> 00:58:00,160
Speaker 3: to increase utilization, to have a broader transformation agenda to

1149
00:58:00,200 --> 00:58:03,560
Speaker 3: evolve that capability, and we also want that capability to

1150
00:58:03,600 --> 00:58:05,680
Speaker 3: be something that clients can plug in directly. There is

1151
00:58:05,720 --> 00:58:07,960
Speaker 3: a lot of work clients want to do that doesn't

1152
00:58:08,000 --> 00:58:11,240
Speaker 3: go through marketing, and there are a huge there's a

1153
00:58:11,240 --> 00:58:14,760
Speaker 3: big demand for production services.

1154
00:58:15,440 --> 00:58:17,440
Speaker 1: Right and I mean this is a chicky one, but

1155
00:58:17,560 --> 00:58:20,600
Speaker 1: there's a lot of talk around sort of hold codes

1156
00:58:20,640 --> 00:58:23,240
Speaker 1: and others sort of wanting to and even private equity

1157
00:58:23,240 --> 00:58:24,800
Speaker 1: wanting to invest in this sort of stuff for a

1158
00:58:24,800 --> 00:58:27,560
Speaker 1: whole bunch of reasons. And there's lots of talk at

1159
00:58:27,560 --> 00:58:30,440
Speaker 1: the moment around Ted, Horton and BrX. Is that in

1160
00:58:30,440 --> 00:58:31,080
Speaker 1: your frame.

1161
00:58:31,320 --> 00:58:33,800
Speaker 3: We've got a huge amount of respect for Ted and Box.

1162
00:58:33,800 --> 00:58:38,320
Speaker 3: They're an amazing team and what they've done is really impressive.

1163
00:58:39,760 --> 00:58:41,800
Speaker 3: I'm sure there'll be an opportunity to work with them

1164
00:58:41,880 --> 00:58:43,840
Speaker 3: in some way with the client down the track. But

1165
00:58:44,560 --> 00:58:47,080
Speaker 3: what we're producing with Omni Plus, which is our new

1166
00:58:47,120 --> 00:58:50,840
Speaker 3: technology platform launching in about six weeks and rolling out

1167
00:58:50,840 --> 00:58:54,040
Speaker 3: across our clients, it is a radical change which is

1168
00:58:54,040 --> 00:58:58,080
Speaker 3: connecting omni which is the media platform, Omni Ai, which

1169
00:58:58,120 --> 00:59:00,160
Speaker 3: is our creative platform, which is really the content to

1170
00:59:00,200 --> 00:59:03,400
Speaker 3: scale interact, which is ipg's weaving it all together. So

1171
00:59:03,880 --> 00:59:05,880
Speaker 3: I think we've been spending the last nine months with

1172
00:59:06,120 --> 00:59:09,960
Speaker 3: hundreds of millions if not more in engineering investment globally

1173
00:59:10,520 --> 00:59:12,560
Speaker 3: to build it and get it ready to launch as

1174
00:59:12,560 --> 00:59:13,240
Speaker 3: soon as possible.

1175
00:59:13,280 --> 00:59:15,560
Speaker 1: So there's big stuff coming. Well, we're watching that. This

1176
00:59:15,640 --> 00:59:18,200
Speaker 1: is so this brings up, This smashes all those things together.

1177
00:59:18,280 --> 00:59:20,760
Speaker 3: Is that the idea, that's the platform everyone's built on,

1178
00:59:21,040 --> 00:59:24,760
Speaker 3: and that's how that's how onicom Production can genuinely build

1179
00:59:24,760 --> 00:59:29,040
Speaker 3: an engine that's able to connect the data, analysis, the

1180
00:59:29,160 --> 00:59:31,200
Speaker 3: media and content and strategy loop.

1181
00:59:31,440 --> 00:59:34,120
Speaker 1: And the final one of these centers of excellence Nick

1182
00:59:34,240 --> 00:59:36,280
Speaker 1: is commerce, and there is another. I guess this has

1183
00:59:36,320 --> 00:59:37,760
Speaker 1: got a bit of a growth, bit of a growth

1184
00:59:37,760 --> 00:59:39,800
Speaker 1: spurt for you too. It's new. You've got an acquisition

1185
00:59:39,840 --> 00:59:42,760
Speaker 1: or omnicon Matter an acquisition of Flywheel a couple of

1186
00:59:42,800 --> 00:59:44,400
Speaker 1: years ago. I think there are eight hundred million dollars

1187
00:59:44,480 --> 00:59:46,520
Speaker 1: this is part of your commerce play, and this is

1188
00:59:46,560 --> 00:59:50,440
Speaker 1: this is sort of a new formalized approach to the

1189
00:59:50,480 --> 00:59:51,120
Speaker 1: market as well.

1190
00:59:52,600 --> 00:59:56,160
Speaker 3: Flywheel is an extraordinary investment, and Flywheel in some markets

1191
00:59:56,200 --> 00:59:58,720
Speaker 3: evolving into the fly Will network, which is additive to

1192
00:59:58,800 --> 01:00:02,800
Speaker 3: the media side of Flywheels. So creative commerce capabilities obviously

1193
01:00:02,840 --> 01:00:05,480
Speaker 3: retail media, anything in that commerce space.

1194
01:00:05,520 --> 01:00:06,440
Speaker 2: I mean, it's punchy.

1195
01:00:06,480 --> 01:00:09,040
Speaker 3: But if we can go from purpose to purchase or

1196
01:00:09,120 --> 01:00:12,360
Speaker 3: love to loyalty, and you're connecting those two things, then

1197
01:00:12,400 --> 01:00:15,240
Speaker 3: the opportunities to be more strategic and to be really

1198
01:00:15,400 --> 01:00:19,560
Speaker 3: genuinely creative in those moments that matter around commerce is extraordinary.

1199
01:00:19,640 --> 01:00:22,320
Speaker 3: So there were some great capability at bbdo.

1200
01:00:22,400 --> 01:00:23,680
Speaker 2: Excuse me, I've got a bit of a cough.

1201
01:00:24,040 --> 01:00:26,520
Speaker 3: There's the Flywheell team and there was about five or

1202
01:00:26,560 --> 01:00:29,200
Speaker 3: six different commerce units across the group, all of them

1203
01:00:29,240 --> 01:00:31,720
Speaker 3: really intelligent, all of them doing a great job, but

1204
01:00:31,760 --> 01:00:33,840
Speaker 3: none of them had the critical mass on their own

1205
01:00:34,280 --> 01:00:36,840
Speaker 3: to be able to actually have the heft and necessity

1206
01:00:36,880 --> 01:00:42,280
Speaker 3: to be both strategic, technology driven and have the creative

1207
01:00:42,280 --> 01:00:45,760
Speaker 3: and delivery capability. So this is a big step change.

1208
01:00:45,880 --> 01:00:49,040
Speaker 3: The centers of excellence are designed to be porous and

1209
01:00:49,080 --> 01:00:51,960
Speaker 3: cross connect so if you're looking at problem design and

1210
01:00:52,000 --> 01:00:54,360
Speaker 3: solve a client's problem, the likelihood is you're going to

1211
01:00:54,360 --> 01:00:56,919
Speaker 3: be more than one center of excellence together to solve

1212
01:00:56,960 --> 01:01:02,160
Speaker 3: a larger client problem or accelerate an opportunity.

1213
01:01:02,320 --> 01:01:04,760
Speaker 1: So all of this together and we're going to get

1214
01:01:04,760 --> 01:01:07,120
Speaker 1: to I mean, now that you've set that out, the

1215
01:01:07,560 --> 01:01:10,280
Speaker 1: obviously the real run is trying to make it happen,

1216
01:01:10,280 --> 01:01:11,960
Speaker 1: and we're going to get to that in the capabilities.

1217
01:01:12,280 --> 01:01:13,160
Speaker 1: Sorry Nicky about the side.

1218
01:01:13,200 --> 01:01:15,360
Speaker 3: I think one thing I missed up front, which is,

1219
01:01:16,280 --> 01:01:18,680
Speaker 3: and I've used this language a little bit over my career,

1220
01:01:18,720 --> 01:01:21,720
Speaker 3: so it's not unique to Omnicom. We've got two jobs,

1221
01:01:22,760 --> 01:01:25,600
Speaker 3: and those two jobs are really really simple, but we

1222
01:01:25,640 --> 01:01:27,800
Speaker 3: probably don't do them at the same time, or different

1223
01:01:27,800 --> 01:01:30,240
Speaker 3: parts of our organization or different companies are focused on them.

1224
01:01:30,320 --> 01:01:33,360
Speaker 3: And if there's ever and are we've got a problem,

1225
01:01:33,560 --> 01:01:35,400
Speaker 3: it's all land And you know, I'm sure if I

1226
01:01:35,480 --> 01:01:38,040
Speaker 3: was sitting down with Rose, Mike and others would all

1227
01:01:38,040 --> 01:01:39,600
Speaker 3: be on the same page, because I don't think I.

1228
01:01:39,520 --> 01:01:40,640
Speaker 2: Think this is about the industry.

1229
01:01:41,640 --> 01:01:43,680
Speaker 3: The job one is to make customers more valuable to

1230
01:01:43,680 --> 01:01:46,480
Speaker 3: brands and business and we've spent ninety percent of our

1231
01:01:46,560 --> 01:01:51,880
Speaker 3: capital building technology, building capability, blah blah blah, and I

1232
01:01:51,880 --> 01:01:53,440
Speaker 3: think the industry's ace that right.

1233
01:01:53,520 --> 01:01:55,360
Speaker 2: It's extracted as.

1234
01:01:55,280 --> 01:01:58,520
Speaker 3: Much customer engagement as it possibly can in most cases,

1235
01:01:58,920 --> 01:02:01,160
Speaker 3: and trillions and trillions dollars have done this, and this

1236
01:02:01,200 --> 01:02:04,160
Speaker 3: is bigger than marketing. The other side of it is

1237
01:02:04,160 --> 01:02:07,480
Speaker 3: making brands more valuable to customers. I think we've neglected

1238
01:02:07,560 --> 01:02:11,080
Speaker 3: this and we've under investors. And I mean I don't

1239
01:02:11,080 --> 01:02:14,200
Speaker 3: mean any I mean enterprise. You know, businesses around the

1240
01:02:14,240 --> 01:02:17,919
Speaker 3: world making brands more valuable to customers. What you say

1241
01:02:18,040 --> 01:02:20,640
Speaker 3: is are now only five to ten percent of the equation.

1242
01:02:20,760 --> 01:02:23,320
Speaker 3: And that influence is what you do, what you make,

1243
01:02:23,400 --> 01:02:25,760
Speaker 3: and how you turn up. And this is why brand

1244
01:02:25,840 --> 01:02:28,080
Speaker 3: is bigger than marketing, right and I think every CMO

1245
01:02:28,240 --> 01:02:30,439
Speaker 3: knows that. But how do we make brand the most

1246
01:02:30,440 --> 01:02:33,200
Speaker 3: intelligent decision you're going to make as the as a

1247
01:02:33,240 --> 01:02:38,000
Speaker 3: tool for change in business. But if we are not simultaneously,

1248
01:02:38,000 --> 01:02:39,680
Speaker 3: and this is where the centers of excellence come in.

1249
01:02:40,280 --> 01:02:42,160
Speaker 3: Every time we're working with a client, if we're not

1250
01:02:42,160 --> 01:02:44,280
Speaker 3: making that brand more valuable to customers and we're not

1251
01:02:44,320 --> 01:02:47,440
Speaker 3: demonstrating how we're making that customer valuable to business, we're

1252
01:02:47,480 --> 01:02:49,680
Speaker 3: probably not doing our job properly. And it's a real

1253
01:02:49,880 --> 01:02:53,000
Speaker 3: switch of how you're thinking and operating. And again it's

1254
01:02:53,000 --> 01:02:56,280
Speaker 3: not going to happen overnight, but that's the principal UNDERWRI

1255
01:02:57,440 --> 01:03:00,160
Speaker 3: under underlining a lot of our structural change.

1256
01:03:00,920 --> 01:03:02,680
Speaker 1: Well. The other real switch too, though, is with the

1257
01:03:02,760 --> 01:03:05,400
Speaker 1: Centers of Excellence, And I think you've sort of acknowledged

1258
01:03:05,400 --> 01:03:08,520
Speaker 1: that in a previous conversation around this podcast, is that

1259
01:03:09,080 --> 01:03:11,480
Speaker 1: you know, you may see with these Centers Excellence, you

1260
01:03:11,480 --> 01:03:14,200
Speaker 1: may see some of your creative agencies but suddenly start

1261
01:03:14,200 --> 01:03:17,440
Speaker 1: doing media and some of the media agencies doing more

1262
01:03:17,480 --> 01:03:20,760
Speaker 1: creative and vice versa. So the differentiation here, this is

1263
01:03:20,800 --> 01:03:23,120
Speaker 1: where we get to this broader conversation about Okay, you've

1264
01:03:23,120 --> 01:03:26,360
Speaker 1: got a radically different Laura but quite downsized number of brands.

1265
01:03:26,800 --> 01:03:30,920
Speaker 1: But what is the differentiation between your agency brands when

1266
01:03:30,920 --> 01:03:33,040
Speaker 1: you've got centers of Excellence where they're all tap into

1267
01:03:33,040 --> 01:03:36,480
Speaker 1: the same stuff. How does stuff how do things for

1268
01:03:36,640 --> 01:03:39,440
Speaker 1: clients specifically an agency brand be different?

1269
01:03:41,680 --> 01:03:45,440
Speaker 3: Analogy I'm using it's working is do you give a

1270
01:03:45,480 --> 01:03:47,840
Speaker 3: set of tools to five or six different answers, and

1271
01:03:48,000 --> 01:03:49,920
Speaker 3: it's how do they use these tools? That turns up

1272
01:03:50,520 --> 01:03:53,240
Speaker 3: the agency brands have got really distinct leadership and the people.

1273
01:03:53,440 --> 01:03:55,440
Speaker 3: I think we've got the best suite of CEOs in

1274
01:03:55,480 --> 01:03:57,400
Speaker 3: the Southern Hemisphere, let alone Oceania.

1275
01:03:58,480 --> 01:03:59,400
Speaker 2: The creative product.

1276
01:03:59,760 --> 01:04:04,800
Speaker 3: The the creditive leadership across our five agency brands are extraordinary.

1277
01:04:04,880 --> 01:04:07,360
Speaker 3: And I say five, both Australia and New Zealand. We've

1278
01:04:07,360 --> 01:04:09,160
Speaker 3: got my can in New Zealand. It's not present here.

1279
01:04:09,560 --> 01:04:12,600
Speaker 3: There is no credive bench anywhere like it anywhere.

1280
01:04:12,200 --> 01:04:13,440
Speaker 2: In the world. They are phenomenal.

1281
01:04:13,520 --> 01:04:17,080
Speaker 3: And I say creative, I'm using creative to mean CEOs,

1282
01:04:17,360 --> 01:04:20,120
Speaker 3: strategy directors, the whole of the whole shebang.

1283
01:04:20,160 --> 01:04:23,240
Speaker 2: But it's world class. Same is true on the media side.

1284
01:04:23,360 --> 01:04:24,640
Speaker 2: OM has been the number.

1285
01:04:24,480 --> 01:04:27,120
Speaker 3: One I have to say that I would, but I've

1286
01:04:27,200 --> 01:04:29,160
Speaker 3: a bias to this market because I've worked in it

1287
01:04:29,200 --> 01:04:33,840
Speaker 3: and I look at Manny Burton, Stephen de Wolf, Paul Reared,

1288
01:04:33,880 --> 01:04:35,880
Speaker 3: and you know what, it's embarrassing. If I keep going

1289
01:04:35,880 --> 01:04:37,880
Speaker 3: through those names, I'm going to forget people and it's

1290
01:04:37,880 --> 01:04:42,120
Speaker 3: not fair. But there's seven, eight, nine, ten leaders that

1291
01:04:42,160 --> 01:04:44,680
Speaker 3: are world class and I think any other agency, any

1292
01:04:44,720 --> 01:04:46,920
Speaker 3: other whole crew, would struggle to find two or three

1293
01:04:47,480 --> 01:04:51,000
Speaker 3: our media leaders of phenomenal. OM has been the benchmark

1294
01:04:51,080 --> 01:04:54,240
Speaker 3: for Riga's success both sides of the market. And there's

1295
01:04:54,280 --> 01:04:57,160
Speaker 3: some great assets, people and talent and clients we're building

1296
01:04:57,240 --> 01:04:58,080
Speaker 3: in with IPG.

1297
01:04:58,280 --> 01:05:01,880
Speaker 2: So the basin found is really clear. It's we are

1298
01:05:01,920 --> 01:05:02,800
Speaker 2: not walking away.

1299
01:05:02,680 --> 01:05:04,960
Speaker 3: From being creative and media and being excellent in it,

1300
01:05:05,640 --> 01:05:09,240
Speaker 3: but the opportunity to be added additive. So we're adding

1301
01:05:09,240 --> 01:05:12,440
Speaker 3: more value at the exec level and we're having a

1302
01:05:12,520 --> 01:05:15,960
Speaker 3: broader conversation and a broader positive influence across the complete

1303
01:05:15,960 --> 01:05:19,640
Speaker 3: marketing customer ecosystem. Is going to allow those CEOs and

1304
01:05:19,680 --> 01:05:22,120
Speaker 3: those agency leaders and both the creative media companies to

1305
01:05:22,160 --> 01:05:25,200
Speaker 3: turn up differently, to be more influential, to be a

1306
01:05:25,240 --> 01:05:26,440
Speaker 3: better partner to our clients.

1307
01:05:26,760 --> 01:05:29,560
Speaker 1: Now, what is the plan to try and get this

1308
01:05:30,000 --> 01:05:32,840
Speaker 1: to work? Because historically we've seen lots of attempts for

1309
01:05:33,440 --> 01:05:36,480
Speaker 1: unified integration, all those things that we've heard for a

1310
01:05:36,520 --> 01:05:42,040
Speaker 1: long time, but getting people to think differently, operate and

1311
01:05:42,280 --> 01:05:45,240
Speaker 1: more broadly more strategically out of their own swim lane,

1312
01:05:45,280 --> 01:05:47,400
Speaker 1: that's difficult. So what do you do here about the

1313
01:05:47,840 --> 01:05:51,200
Speaker 1: cultural development and the capability development with the people That

1314
01:05:51,280 --> 01:05:53,600
Speaker 1: sounds like you say you've got most of what you

1315
01:05:53,680 --> 01:05:57,120
Speaker 1: need inside the business though, were just a bit buried.

1316
01:05:57,240 --> 01:05:57,960
Speaker 2: Some of us buried.

1317
01:05:58,000 --> 01:06:02,440
Speaker 3: But we have added a lot of heft in some

1318
01:06:02,480 --> 01:06:05,320
Speaker 3: of the advisory business, some deep specialists that fits into

1319
01:06:05,360 --> 01:06:08,520
Speaker 3: the COEs, which you know, some things I can't announce

1320
01:06:08,560 --> 01:06:12,680
Speaker 3: all at the moment. Look, I've said it in public

1321
01:06:12,720 --> 01:06:15,960
Speaker 3: and i've said it privately. Culture Eat strategy for Breakfast.

1322
01:06:16,360 --> 01:06:18,040
Speaker 3: We've got a really clear vision, We've got a really

1323
01:06:18,080 --> 01:06:21,120
Speaker 3: clear architecture. We know where we're going. But none of

1324
01:06:21,120 --> 01:06:22,880
Speaker 3: this will matter if our best talent don't want to

1325
01:06:22,920 --> 01:06:25,560
Speaker 3: be part of the team. And we're doing to ourselves

1326
01:06:25,560 --> 01:06:26,600
Speaker 3: what we're asking our clients.

1327
01:06:26,640 --> 01:06:27,680
Speaker 2: There is a om the.

1328
01:06:27,680 --> 01:06:30,760
Speaker 3: Commotion on a brand enterprise project going on, so there

1329
01:06:30,800 --> 01:06:31,920
Speaker 3: is a cultural thread.

1330
01:06:31,680 --> 01:06:32,720
Speaker 2: Across the business.

1331
01:06:33,040 --> 01:06:36,120
Speaker 3: There is systems integration and technology and engagement at the

1332
01:06:36,160 --> 01:06:38,680
Speaker 3: back end so that everything's threaded on the same platforms

1333
01:06:38,680 --> 01:06:42,240
Speaker 3: and everything is easy to navigate and find. You can't

1334
01:06:42,640 --> 01:06:44,160
Speaker 3: preach that to your clients if you're not doing it

1335
01:06:44,200 --> 01:06:46,320
Speaker 3: to yourself. These are not simple things and they're not

1336
01:06:46,320 --> 01:06:49,400
Speaker 3: going to change overnight. The systems integration will happen fast

1337
01:06:49,400 --> 01:06:51,960
Speaker 3: than the cultural transformation piece, but we are making really

1338
01:06:51,960 --> 01:06:55,280
Speaker 3: clear markers of how we want to change. Now there's

1339
01:06:55,640 --> 01:06:59,600
Speaker 3: three quint wise, it's really simple. It's not my IP.

1340
01:07:00,040 --> 01:07:02,560
Speaker 3: I heard it from Fraser in New Zealand. Who was

1341
01:07:03,200 --> 01:07:06,320
Speaker 3: I've said many times, but He's the best cultural leader

1342
01:07:06,360 --> 01:07:08,959
Speaker 3: I've ever met. Rest in peace sadly because he passed away,

1343
01:07:08,960 --> 01:07:13,200
Speaker 3: But anyone who touched Colenso as an alumni knows.

1344
01:07:13,000 --> 01:07:14,320
Speaker 2: Who I'm talking about.

1345
01:07:15,240 --> 01:07:18,439
Speaker 3: Leaders worth following, culture, worth belonging to, work, worth doing.

1346
01:07:19,120 --> 01:07:20,200
Speaker 2: They're the three markers.

1347
01:07:20,360 --> 01:07:23,840
Speaker 3: They're how we're defined, defineders on the commotion Arlia, and

1348
01:07:23,880 --> 01:07:27,640
Speaker 3: defined by every agency and cooe within that. So what

1349
01:07:27,800 --> 01:07:30,800
Speaker 3: needs to be true to make that transformation? This is

1350
01:07:30,840 --> 01:07:34,000
Speaker 3: the shared DNA and some of its behavior, some of

1351
01:07:34,000 --> 01:07:39,240
Speaker 3: its values driven, some of it is cultural, all of

1352
01:07:39,240 --> 01:07:41,960
Speaker 3: it is straightforward, or every single point will make sense.

1353
01:07:43,200 --> 01:07:47,840
Speaker 3: But the starting point is reframe on the word creativity.

1354
01:07:48,320 --> 01:07:52,200
Speaker 3: Creativity is not the domain of the creative department. It

1355
01:07:52,280 --> 01:07:57,120
Speaker 3: is not the domain of creative agencies. Creative thinking is

1356
01:07:57,160 --> 01:08:00,440
Speaker 3: problem solving for our clients, and everyone wants to be

1357
01:08:00,480 --> 01:08:03,200
Speaker 3: in the business of problem solving for our clients. Whatever

1358
01:08:03,200 --> 01:08:05,680
Speaker 3: that might be. It might put a technology make maybe

1359
01:08:05,720 --> 01:08:08,960
Speaker 3: a technology solution. It might be an engineering thinking, it

1360
01:08:09,080 --> 01:08:10,640
Speaker 3: might be an operational design.

1361
01:08:10,880 --> 01:08:11,640
Speaker 2: All things lead.

1362
01:08:11,680 --> 01:08:14,760
Speaker 3: So if you look at modern creativity, it sits in

1363
01:08:14,800 --> 01:08:18,879
Speaker 3: the crossairs of science, engineering, design, and are call conceptual thinking. Oh,

1364
01:08:19,640 --> 01:08:22,240
Speaker 3: at the heart of this, if we're all problem solvers

1365
01:08:22,439 --> 01:08:26,360
Speaker 3: and we're all ideas people, which is creative thinking. Then

1366
01:08:26,400 --> 01:08:30,839
Speaker 3: there's a connected DNA and there's shared values. Now behind

1367
01:08:30,880 --> 01:08:34,040
Speaker 3: that there are there are ten markers that we're looking at.

1368
01:08:34,280 --> 01:08:36,760
Speaker 3: I will go through them in no particular order, but

1369
01:08:37,360 --> 01:08:38,519
Speaker 3: we'll talk about.

1370
01:08:38,360 --> 01:08:40,519
Speaker 1: It ten markers, and these ten markers are for people

1371
01:08:40,680 --> 01:08:43,439
Speaker 1: markers and people capability or what are the markers about?

1372
01:08:43,520 --> 01:08:45,599
Speaker 2: It's not about capability, it's about behavior.

1373
01:08:47,160 --> 01:08:50,600
Speaker 3: So we are building a culture of curiosity and possibility

1374
01:08:51,479 --> 01:08:53,840
Speaker 3: and to do that what needs to be true. So

1375
01:08:54,000 --> 01:08:58,240
Speaker 3: point one, we're ideas people, and ideas are solve client

1376
01:08:58,280 --> 01:09:02,400
Speaker 3: problems or accelerate opportunities. Everyone's in the ideas business. We're

1377
01:09:02,400 --> 01:09:04,799
Speaker 3: not ideas people. Then we're transaction. We're not adding value.

1378
01:09:04,880 --> 01:09:08,320
Speaker 3: And that is a very obvious statement, but if it's

1379
01:09:08,360 --> 01:09:10,320
Speaker 3: backed up by all other pieces, it starts to make

1380
01:09:10,400 --> 01:09:13,320
Speaker 3: it starts to make sense. Collaboration has to be in

1381
01:09:13,320 --> 01:09:16,760
Speaker 3: your DNA. You can only learn something from people that

1382
01:09:16,840 --> 01:09:20,880
Speaker 3: you feel are additive, supportive and can teach you and

1383
01:09:20,960 --> 01:09:26,240
Speaker 3: te teach you something you didn't already know. Generosity, we

1384
01:09:26,400 --> 01:09:30,320
Speaker 3: are encouraging people to support the different agencies, to share,

1385
01:09:30,560 --> 01:09:33,720
Speaker 3: to integrate, but we also have to redesign our KPIs,

1386
01:09:33,920 --> 01:09:37,360
Speaker 3: so people are going to be rewarded based on serving

1387
01:09:37,360 --> 01:09:40,280
Speaker 3: their clients better versus serving their P and L. So

1388
01:09:40,320 --> 01:09:42,960
Speaker 3: if you work for company X, agency X, and you're

1389
01:09:43,000 --> 01:09:45,280
Speaker 3: growing a client, and you're growing a client at the

1390
01:09:45,320 --> 01:09:50,519
Speaker 3: ask of behest of that client, your personal branded brand

1391
01:09:50,560 --> 01:09:52,679
Speaker 3: P and L might shrink because some of that resource

1392
01:09:52,720 --> 01:09:54,479
Speaker 3: needs to be spent somewhere else to solve a bigger

1393
01:09:54,479 --> 01:09:58,080
Speaker 3: client problem. That's absolutely okay. You're in designed to build

1394
01:09:58,120 --> 01:10:02,720
Speaker 3: capability around your clients. Major change in terms of incentive

1395
01:10:02,760 --> 01:10:06,280
Speaker 3: and structure. So the words seven most dangerous words in

1396
01:10:06,320 --> 01:10:08,120
Speaker 3: the world, this is the way we've always done it.

1397
01:10:08,439 --> 01:10:11,439
Speaker 3: Look forwards, not backwards. So if any backwards comments, we're

1398
01:10:11,479 --> 01:10:15,679
Speaker 3: all pushing forwards. And I think that's a real step change.

1399
01:10:15,720 --> 01:10:18,280
Speaker 1: So the markers here, we've got collaboration, generosity. What was

1400
01:10:18,280 --> 01:10:18,880
Speaker 1: the next one?

1401
01:10:19,240 --> 01:10:21,679
Speaker 2: Ideas people that solve client problems?

1402
01:10:21,800 --> 01:10:24,759
Speaker 3: Now one of a mindset changes And anyone that's heard

1403
01:10:24,800 --> 01:10:26,680
Speaker 3: me and a few of my colleagues talk about this

1404
01:10:26,760 --> 01:10:28,400
Speaker 3: is moving from what I think to one I know.

1405
01:10:28,840 --> 01:10:33,559
Speaker 3: Now you can't be credible by saying I think all

1406
01:10:33,560 --> 01:10:35,800
Speaker 3: the time. Now, certain creative leaders can be in an

1407
01:10:35,840 --> 01:10:38,400
Speaker 3: I think space because this is deep conceptual thinking.

1408
01:10:38,400 --> 01:10:39,360
Speaker 2: But we need to validate.

1409
01:10:39,400 --> 01:10:41,800
Speaker 3: We need to be evidence based, we need to behave

1410
01:10:42,040 --> 01:10:44,000
Speaker 3: And this is one of two of the best lessons

1411
01:10:44,000 --> 01:10:46,120
Speaker 3: I ever learned in consultancies. You don't walk in a

1412
01:10:46,200 --> 01:10:47,760
Speaker 3: room and say I think. You walk in a room

1413
01:10:47,800 --> 01:10:51,160
Speaker 3: and say I know, and you validate it. You hypothesize

1414
01:10:51,200 --> 01:10:53,519
Speaker 3: upfront and you validate where you're going. Now the course,

1415
01:10:53,560 --> 01:10:56,920
Speaker 3: there's vary variances in these hypotheses, but you've got to

1416
01:10:56,960 --> 01:10:59,080
Speaker 3: be an evidence based conversation. We need to back up

1417
01:10:59,080 --> 01:11:01,080
Speaker 3: our creative thinking. We need to break up a strategic

1418
01:11:01,560 --> 01:11:04,840
Speaker 3: propositions and rationalization. We need to be able to talk

1419
01:11:05,000 --> 01:11:08,320
Speaker 3: with a level of certainty and professionalism that's expected.

1420
01:11:08,400 --> 01:11:11,000
Speaker 1: It's linking back to a business in some way, linking

1421
01:11:11,040 --> 01:11:12,240
Speaker 1: back to the business in some way.

1422
01:11:12,800 --> 01:11:16,360
Speaker 3: Customer obsessed should be the entry level, but customer first.

1423
01:11:16,360 --> 01:11:18,720
Speaker 3: And this is the incentives I've talked about. We need

1424
01:11:18,760 --> 01:11:21,720
Speaker 3: to build our businesses around our clients, not build them

1425
01:11:21,760 --> 01:11:24,320
Speaker 3: around our brands and our own p and ls. And

1426
01:11:24,439 --> 01:11:27,000
Speaker 3: that's very hard when in a previous life you are

1427
01:11:27,080 --> 01:11:30,400
Speaker 3: incentivized to build brand or brand X or capability. Why

1428
01:11:30,760 --> 01:11:34,080
Speaker 3: you're now in the service of that client. And I

1429
01:11:34,080 --> 01:11:36,400
Speaker 3: think if we really look at how whole coast have

1430
01:11:36,479 --> 01:11:38,559
Speaker 3: been set up. And I'm not being critical because ours

1431
01:11:38,600 --> 01:11:42,360
Speaker 3: has been like that. They are built. They're building capability

1432
01:11:42,400 --> 01:11:46,559
Speaker 3: around and navigation around their own enterprise versus what isn't

1433
01:11:46,600 --> 01:11:48,640
Speaker 3: the best interest of their clients, and that has to

1434
01:11:48,640 --> 01:11:49,719
Speaker 3: be a radical change.

1435
01:11:52,240 --> 01:11:54,639
Speaker 2: We have to be obsessed with effectiveness. And I'm being tough.

1436
01:11:55,680 --> 01:11:58,320
Speaker 3: Six years away from the industry, I didn't feel there

1437
01:11:58,360 --> 01:12:00,519
Speaker 3: was a strategic really got upstream, but also don't think

1438
01:12:00,560 --> 01:12:04,240
Speaker 3: there is the day to day absolute obsession about impact

1439
01:12:04,240 --> 01:12:04,960
Speaker 3: and effectiveness.

1440
01:12:05,000 --> 01:12:05,559
Speaker 2: And we need to.

1441
01:12:06,360 --> 01:12:09,000
Speaker 3: There's some change programs, some training, there's some investment in

1442
01:12:09,040 --> 01:12:11,240
Speaker 3: our people. We've got to step up, and I think

1443
01:12:11,240 --> 01:12:13,160
Speaker 3: the whole industry does so. Again I'm talking about on

1444
01:12:13,200 --> 01:12:15,639
Speaker 3: the commotion on, but I think all our my peers

1445
01:12:15,640 --> 01:12:19,679
Speaker 3: would agree, and effectiveness is mean is what I'm doing working?

1446
01:12:20,040 --> 01:12:22,040
Speaker 3: And if it's working, how can I correlate it not

1447
01:12:22,160 --> 01:12:24,880
Speaker 3: just back to media impact and impressions. How do I

1448
01:12:24,920 --> 01:12:27,719
Speaker 3: relate relate it back to customer growth or citizen impact

1449
01:12:27,760 --> 01:12:33,559
Speaker 3: behavior change if I'm working in government and broader business measures.

1450
01:12:33,640 --> 01:12:36,440
Speaker 3: So there there's a fair bit to unpack.

1451
01:12:36,240 --> 01:12:39,720
Speaker 1: There there is and KPIs are fascinating that one. I mean,

1452
01:12:39,720 --> 01:12:42,680
Speaker 1: you incentivize. But what I'm interested in is what's your

1453
01:12:42,880 --> 01:12:48,320
Speaker 1: genuine sense of the reaction from your people about this,

1454
01:12:48,880 --> 01:12:52,320
Speaker 1: what they need to do and think about and become next.

1455
01:12:52,680 --> 01:12:54,920
Speaker 1: Because there's a lot of people, whether it's omni cooms

1456
01:12:54,960 --> 01:12:57,519
Speaker 1: of course and exception, but broader industry, a lot of

1457
01:12:57,520 --> 01:13:00,639
Speaker 1: people don't I mean essentially one stick to the nity

1458
01:13:00,680 --> 01:13:02,040
Speaker 1: of what they've been doing and think some of this

1459
01:13:02,080 --> 01:13:04,720
Speaker 1: stuff that's going on is fanciful. But the reality here

1460
01:13:04,760 --> 01:13:07,040
Speaker 1: is that the businesses needs it. But what's the reaction

1461
01:13:07,080 --> 01:13:09,200
Speaker 1: from your people on this? And is it ten percent

1462
01:13:09,240 --> 01:13:11,479
Speaker 1: of signing no not for me or is it you know?

1463
01:13:12,040 --> 01:13:12,960
Speaker 1: Where would you sit on that?

1464
01:13:13,360 --> 01:13:15,960
Speaker 3: I don't know if I can give it five percentages

1465
01:13:16,280 --> 01:13:18,520
Speaker 3: great quote that's not mine and I'm not deflecting.

1466
01:13:18,560 --> 01:13:19,360
Speaker 2: I'll come back to it.

1467
01:13:19,520 --> 01:13:21,960
Speaker 3: The three types of people people that make something happen,

1468
01:13:22,080 --> 01:13:24,320
Speaker 3: people that watch something happen, and people that didn't realize

1469
01:13:24,360 --> 01:13:25,040
Speaker 3: something happened.

1470
01:13:27,040 --> 01:13:30,040
Speaker 2: And they'll probably cut a third, third to third in life.

1471
01:13:31,120 --> 01:13:33,000
Speaker 3: I hope we have an unfair I believe we have

1472
01:13:33,000 --> 01:13:36,160
Speaker 3: an unfair percentage of people that make things happen. What

1473
01:13:36,280 --> 01:13:38,719
Speaker 3: I have seen in the top two to three hundred

1474
01:13:38,880 --> 01:13:40,760
Speaker 3: layer of leadership is extraordinary.

1475
01:13:41,280 --> 01:13:42,200
Speaker 2: I've been blown.

1476
01:13:41,960 --> 01:13:46,320
Speaker 3: Away by the behavior change, the connection, the threading, the pitching,

1477
01:13:46,439 --> 01:13:52,599
Speaker 3: the support, the back end, just sharing of intelligence and support.

1478
01:13:52,680 --> 01:13:55,200
Speaker 3: It is game changing. And I think me saying that

1479
01:13:55,280 --> 01:13:58,599
Speaker 3: is expected. You know, all the CEOs I work with,

1480
01:13:58,760 --> 01:14:00,519
Speaker 3: you know, the people like it has come from them.

1481
01:14:00,560 --> 01:14:04,040
Speaker 3: They need to know the truth comes from them. It's

1482
01:14:04,560 --> 01:14:07,400
Speaker 3: but it is unbelievably different. There are going to be

1483
01:14:07,439 --> 01:14:10,400
Speaker 3: people who are just hoping there is a strategy and

1484
01:14:10,439 --> 01:14:12,639
Speaker 3: a vision, so instead of talking about surviving, we're talking

1485
01:14:12,680 --> 01:14:15,080
Speaker 3: about thriving. And I think they're feeling like, my god,

1486
01:14:15,080 --> 01:14:17,720
Speaker 3: there's a visual. I feel like I've armed with better capability.

1487
01:14:17,720 --> 01:14:19,960
Speaker 3: I feel like I'm going into clients now and I

1488
01:14:20,000 --> 01:14:22,360
Speaker 3: can talk more broadly and I can solve more things.

1489
01:14:22,720 --> 01:14:25,360
Speaker 3: And again, none of these happens overnight. The ones that

1490
01:14:26,120 --> 01:14:29,679
Speaker 3: I think won't want to be here and will self

1491
01:14:29,720 --> 01:14:33,000
Speaker 3: exempt those that are watching things to happen because you

1492
01:14:33,040 --> 01:14:36,799
Speaker 3: can help train inspire people that didn't realize what's happening

1493
01:14:36,800 --> 01:14:39,560
Speaker 3: around the industry. But this is an anomenon thing. This

1494
01:14:40,000 --> 01:14:41,960
Speaker 3: is a marketing and customer. This is a business piece.

1495
01:14:42,080 --> 01:14:44,960
Speaker 3: The world's changing. There are going to be fewer great

1496
01:14:45,040 --> 01:14:48,200
Speaker 3: jobs out there. And if you're not deeply curious, you

1497
01:14:48,200 --> 01:14:49,800
Speaker 3: don't believe in the art of the possible, and you

1498
01:14:49,840 --> 01:14:52,479
Speaker 3: don't want to radically look at your own capability so

1499
01:14:52,520 --> 01:14:54,559
Speaker 3: that you've got twenty years of employment or ten years

1500
01:14:54,560 --> 01:14:57,040
Speaker 3: of employment or a prosperous career ahead of you.

1501
01:14:57,880 --> 01:14:59,080
Speaker 2: It's going to be a bumpy ride.

1502
01:14:59,240 --> 01:15:01,280
Speaker 3: I'm not saying that as a you know, as a

1503
01:15:01,320 --> 01:15:02,960
Speaker 3: CEO of a holding company. I'm saying that as a

1504
01:15:03,040 --> 01:15:07,479
Speaker 3: leader who cares that people prosper have wonderful jobs and

1505
01:15:07,640 --> 01:15:08,960
Speaker 3: do things that inspire them.

1506
01:15:09,080 --> 01:15:11,599
Speaker 1: Well, here I hear sort of rumblings from within your

1507
01:15:11,640 --> 01:15:15,160
Speaker 1: camp about you talking about this well trodden path, but

1508
01:15:15,200 --> 01:15:17,639
Speaker 1: you mean it. There's sort of the whole t shape

1509
01:15:17,680 --> 01:15:20,559
Speaker 1: versus ice shaped individual. I think I got that right. Well,

1510
01:15:20,720 --> 01:15:22,920
Speaker 1: what's that about, Nick, I mean I've heard that, We've

1511
01:15:22,920 --> 01:15:25,519
Speaker 1: all heard that, But you're saying this is this is

1512
01:15:25,560 --> 01:15:27,479
Speaker 1: actually rubber hits the rope for your people.

1513
01:15:28,400 --> 01:15:30,280
Speaker 3: A lot of people talk about it until you work

1514
01:15:30,280 --> 01:15:34,160
Speaker 3: in a bigger organization. And again I had I got

1515
01:15:34,160 --> 01:15:37,160
Speaker 3: exposed to the most extraordinary breadth of capability at Deloitte,

1516
01:15:37,800 --> 01:15:40,920
Speaker 3: I thought I was pretty T shaped, and most I

1517
01:15:41,040 --> 01:15:43,599
Speaker 3: shaped people think they're quite T shaped until they get exposed.

1518
01:15:43,840 --> 01:15:48,040
Speaker 3: The point of this is, whatever your T shapeness is,

1519
01:15:48,120 --> 01:15:50,960
Speaker 3: you know how to connect multiple capabilities and bring them

1520
01:15:51,000 --> 01:15:54,439
Speaker 3: together for solutions, so no organization works well. This is

1521
01:15:54,439 --> 01:15:56,760
Speaker 3: an over index on tea and an over index on white.

1522
01:15:56,800 --> 01:15:57,280
Speaker 2: You need the.

1523
01:15:57,200 --> 01:15:59,600
Speaker 3: Most wonderful balance of the two, and you've got to

1524
01:15:59,640 --> 01:16:00,879
Speaker 3: design and think about.

1525
01:16:00,640 --> 01:16:02,439
Speaker 1: It well and quickly. For those who have been lining

1526
01:16:02,479 --> 01:16:05,959
Speaker 1: under a rock, T versus I shaped characteristics, quality, capability,

1527
01:16:06,000 --> 01:16:07,480
Speaker 1: differences and characteristics.

1528
01:16:07,720 --> 01:16:10,639
Speaker 3: I shaped is deep subject matter expert and it's probably

1529
01:16:10,640 --> 01:16:13,479
Speaker 3: more narrow and more deep than people realize, And it

1530
01:16:13,560 --> 01:16:16,040
Speaker 3: might be you might be I shaped within an I shape,

1531
01:16:16,240 --> 01:16:20,120
Speaker 3: And T shaped is a broader marketing customer transformation agenda

1532
01:16:20,320 --> 01:16:23,360
Speaker 3: and being able to have a broader marketing conversation with clients.

1533
01:16:23,560 --> 01:16:26,760
Speaker 3: So there's two more pieces in that cultural transformation. I

1534
01:16:26,800 --> 01:16:29,160
Speaker 3: don't want to I don't want to lose. The second

1535
01:16:29,200 --> 01:16:33,200
Speaker 3: biggest learning I got in consulting was influences more important

1536
01:16:33,240 --> 01:16:36,719
Speaker 3: than control, And I think our industry is built around

1537
01:16:36,720 --> 01:16:40,040
Speaker 3: control because you control your agency, brand, you control your client,

1538
01:16:40,320 --> 01:16:44,360
Speaker 3: You know we are, we've been encouraged, we've been incentivized,

1539
01:16:44,760 --> 01:16:47,040
Speaker 3: and influences far more important than control. How do I

1540
01:16:47,120 --> 01:16:50,080
Speaker 3: help my client partners have greater influence in their world?

1541
01:16:50,560 --> 01:16:53,120
Speaker 3: And that may mean some sacrifice sometimes in p and ls.

1542
01:16:53,120 --> 01:16:55,400
Speaker 3: That may mee some sacrifice in areas. And if we're

1543
01:16:55,400 --> 01:16:57,600
Speaker 3: not the right partner to do something, we need to

1544
01:16:57,600 --> 01:16:59,719
Speaker 3: say we're not. We can't solve that few but maybe

1545
01:16:59,720 --> 01:17:00,439
Speaker 3: someone else.

1546
01:17:01,080 --> 01:17:01,760
Speaker 2: Very over that.

1547
01:17:02,200 --> 01:17:05,840
Speaker 3: This is a huge change in mindset, and it's how

1548
01:17:05,840 --> 01:17:07,960
Speaker 3: we're reviewing people. That's how we're training people's how we're

1549
01:17:08,000 --> 01:17:12,559
Speaker 3: encouraging them. I do believe it's made traction, but.

1550
01:17:12,680 --> 01:17:14,559
Speaker 1: Are you're measuring them on that too? This is where

1551
01:17:14,600 --> 01:17:16,800
Speaker 1: you say these are the soft dimensions if you like

1552
01:17:16,840 --> 01:17:18,760
Speaker 1: of KPRS, yep.

1553
01:17:19,479 --> 01:17:24,479
Speaker 3: If you have real, real influence, you're able to step back.

1554
01:17:25,080 --> 01:17:26,280
Speaker 2: It's not about you.

1555
01:17:26,280 --> 01:17:29,040
Speaker 3: You're able to get into a client's business, but be

1556
01:17:29,080 --> 01:17:32,000
Speaker 3: able to support them, to help them, and you will

1557
01:17:32,000 --> 01:17:35,440
Speaker 3: be able to partner with different whole cost, different independence,

1558
01:17:35,720 --> 01:17:39,120
Speaker 3: whatever is required and needed. The art of influence is

1559
01:17:39,320 --> 01:17:43,519
Speaker 3: a superpower that maybe we haven't trained our industry or

1560
01:17:43,640 --> 01:17:46,799
Speaker 3: haven't incentivized and encouraged our people to do so the change,

1561
01:17:46,880 --> 01:17:49,920
Speaker 3: letting go of control, which allows the collaboration and spirit

1562
01:17:49,960 --> 01:17:54,200
Speaker 3: of generosity, creates influence internally and externally. And I guess

1563
01:17:54,240 --> 01:17:59,040
Speaker 3: the last piece, constant genteral pressure. Transformation doesn't have a

1564
01:17:59,040 --> 01:18:02,320
Speaker 3: start and a stop. It's ongoing every day. And if

1565
01:18:02,320 --> 01:18:04,680
Speaker 3: we can make ourselves one percent better at the end

1566
01:18:04,680 --> 01:18:07,320
Speaker 3: of every week, and we're fifty percent better or transformed

1567
01:18:07,320 --> 01:18:09,800
Speaker 3: fifty percent over a year, then it's great. I think

1568
01:18:09,880 --> 01:18:13,040
Speaker 3: the start and stop, the band aid rip the terror

1569
01:18:13,080 --> 01:18:16,519
Speaker 3: of restructure, and you know, radical change is what we

1570
01:18:16,560 --> 01:18:18,240
Speaker 3: want to avoid. We want to be in a place

1571
01:18:18,240 --> 01:18:23,880
Speaker 3: where we're comfortable and change feels inspiring, encouraging, motivating because

1572
01:18:23,960 --> 01:18:25,679
Speaker 3: change is also good its growth.

1573
01:18:26,920 --> 01:18:28,360
Speaker 2: Change doesn't have to be bad.

1574
01:18:28,880 --> 01:18:31,479
Speaker 1: So Nick, in terms of the practicalities of this, when

1575
01:18:31,479 --> 01:18:34,479
Speaker 1: you talk about say I shaped T shaped people bigger

1576
01:18:34,520 --> 01:18:37,120
Speaker 1: aperture that they're feeding from. Does this play all the

1577
01:18:37,120 --> 01:18:39,640
Speaker 1: way down? I mean you're expecting this from your art

1578
01:18:39,680 --> 01:18:42,599
Speaker 1: director's copyright, is your web dev people, your graphic design?

1579
01:18:42,640 --> 01:18:45,519
Speaker 1: How far down suits accounts, work strategy? Where does it go?

1580
01:18:45,560 --> 01:18:46,840
Speaker 1: Where does this start and stop?

1581
01:18:47,120 --> 01:18:49,920
Speaker 2: It doesn't start and stop at top at bottom.

1582
01:18:49,360 --> 01:18:52,840
Speaker 3: But there's a far greater sense of rigor and strategic

1583
01:18:52,880 --> 01:18:54,080
Speaker 3: thinking about.

1584
01:18:55,600 --> 01:18:57,280
Speaker 2: Iron T at the top. So if you were in

1585
01:18:57,280 --> 01:18:57,839
Speaker 2: the center.

1586
01:18:57,680 --> 01:19:02,000
Speaker 3: Of excellence, the likelihood is you could be quite eye shaped.

1587
01:19:02,360 --> 01:19:05,240
Speaker 3: The previous conception is that media and creative would be

1588
01:19:05,320 --> 01:19:07,760
Speaker 3: more T shaped, but they're not. They're actually quite eye

1589
01:19:08,600 --> 01:19:10,800
Speaker 3: in their own world. Now they might have very eye

1590
01:19:10,800 --> 01:19:14,680
Speaker 3: shaped across some very T shaped across creativity, but it

1591
01:19:14,760 --> 01:19:17,120
Speaker 3: may not be T shaped en off marketing. So how

1592
01:19:17,160 --> 01:19:20,639
Speaker 3: we're training and supporting our top ten top fifteen percent

1593
01:19:21,240 --> 01:19:25,639
Speaker 3: of our staff to understand and grow into some more

1594
01:19:25,640 --> 01:19:28,000
Speaker 3: T shaped roles or partner with people so they've got

1595
01:19:28,040 --> 01:19:30,320
Speaker 3: a broader T shaped aperture is going to be key.

1596
01:19:30,640 --> 01:19:32,840
Speaker 1: And what do the rest of your people that beyond

1597
01:19:32,840 --> 01:19:35,000
Speaker 1: the ten to fifteen percent, where do they sit? Well,

1598
01:19:35,000 --> 01:19:37,000
Speaker 1: they should be thinking about in terms of capabilities, just

1599
01:19:37,160 --> 01:19:39,519
Speaker 1: like is it more I for them or what are

1600
01:19:39,520 --> 01:19:41,760
Speaker 1: you encouraging or sort of beseeching them to do.

1601
01:19:41,880 --> 01:19:44,240
Speaker 3: I think each different agency, CEO and leader's got a

1602
01:19:44,240 --> 01:19:48,800
Speaker 3: different design and transformation agenda, but everything trickles down and

1603
01:19:48,920 --> 01:19:51,559
Speaker 3: leaders go back to our three things. Leaders worth following

1604
01:19:51,880 --> 01:19:54,400
Speaker 3: build leaders worth following, and those people build people.

1605
01:19:54,920 --> 01:19:57,920
Speaker 2: So this isn't a top top down transformation.

1606
01:19:58,000 --> 01:20:02,040
Speaker 3: This is throughout, but starts at the top and then

1607
01:20:02,040 --> 01:20:05,080
Speaker 3: how they look at their designer, their capability. Where are

1608
01:20:05,080 --> 01:20:07,120
Speaker 3: they going to prioritize, what are they going to build,

1609
01:20:07,240 --> 01:20:09,040
Speaker 3: what are they going to lean into a center of excellence?

1610
01:20:09,040 --> 01:20:11,600
Speaker 3: How are they going to partner with people that design

1611
01:20:12,240 --> 01:20:14,559
Speaker 3: will make up the DNA of the I and T

1612
01:20:14,600 --> 01:20:15,080
Speaker 3: shape people.

1613
01:20:15,160 --> 01:20:17,360
Speaker 1: Nick Garrett, I know you extremely for your next meeting,

1614
01:20:17,439 --> 01:20:19,639
Speaker 1: so let's wrap this up with just a very quick

1615
01:20:19,720 --> 01:20:22,160
Speaker 1: final three takeouts watch outs for you to the market

1616
01:20:22,560 --> 01:20:24,720
Speaker 1: or where you want the market to know or hear

1617
01:20:24,840 --> 01:20:27,560
Speaker 1: from what's going on with omniqom headline.

1618
01:20:27,160 --> 01:20:30,280
Speaker 2: One, do not say, I don't think we want to talk.

1619
01:20:31,479 --> 01:20:33,200
Speaker 3: We need to do and we need to do to

1620
01:20:33,240 --> 01:20:35,880
Speaker 3: ourselves what we are proposing to be a partner with

1621
01:20:35,920 --> 01:20:36,479
Speaker 3: our clients.

1622
01:20:37,040 --> 01:20:38,760
Speaker 2: Don't ask someone to do something you're not prepared to

1623
01:20:38,760 --> 01:20:39,760
Speaker 2: do yourself. Zero point one.

1624
01:20:40,720 --> 01:20:41,080
Speaker 1: Two.

1625
01:20:42,000 --> 01:20:45,400
Speaker 3: I'm excited about the strategic rigor and capability we're building

1626
01:20:45,600 --> 01:20:48,439
Speaker 3: at the advisory level. It is not replacing agencies, it's

1627
01:20:48,479 --> 01:20:52,280
Speaker 3: additive support and complementary. Sure those agencies, the interconnection with

1628
01:20:52,360 --> 01:20:54,840
Speaker 3: them already in the first three months is blown me away,

1629
01:20:54,880 --> 01:20:56,720
Speaker 3: and I am so excited. How they're leaning in and

1630
01:20:56,720 --> 01:20:59,719
Speaker 3: help each other and client reactions of going I didn't

1631
01:20:59,720 --> 01:21:02,400
Speaker 3: expect you to have this great three.

1632
01:21:02,680 --> 01:21:04,799
Speaker 2: I believe we've got leaders worth following.

1633
01:21:04,960 --> 01:21:08,200
Speaker 3: I think there's some amazing cultures worth belonging to, and

1634
01:21:08,240 --> 01:21:10,840
Speaker 3: there's some stunning work with doing. But I'm going to

1635
01:21:10,880 --> 01:21:13,280
Speaker 3: be relentless and my constant gental pressure to push to

1636
01:21:13,360 --> 01:21:16,160
Speaker 3: have more leaders worth following and even better culture worth

1637
01:21:16,160 --> 01:21:18,439
Speaker 3: belonging to. And I'll be greedy and I want to

1638
01:21:18,439 --> 01:21:20,800
Speaker 3: do as much great work that people believe in as

1639
01:21:20,800 --> 01:21:24,479
Speaker 3: possible in the interest of clients that we can validate

1640
01:21:24,520 --> 01:21:25,800
Speaker 3: this working well.

1641
01:21:26,240 --> 01:21:27,280
Speaker 1: I'm going to leave you a line and that I

1642
01:21:27,320 --> 01:21:29,240
Speaker 1: look forward to following up in six months to see

1643
01:21:29,240 --> 01:21:32,880
Speaker 1: what's happened with business clients and your people. I think

1644
01:21:32,960 --> 01:21:35,240
Speaker 1: you know, I think you're suggesting that there's some good

1645
01:21:35,240 --> 01:21:38,519
Speaker 1: signs ahead for revenue growth and gains for the business. Already.

1646
01:21:39,200 --> 01:21:40,599
Speaker 1: I won't let you have that one because we're running

1647
01:21:40,600 --> 01:21:42,600
Speaker 1: out of time. But Nick Garrett, thanks for joining. We

1648
01:21:42,960 --> 01:21:46,840
Speaker 1: will now have the ability to catch up in six

1649
01:21:46,840 --> 01:21:49,439
Speaker 1: months and look at what's actually happened. Well done.

1650
01:21:49,680 --> 01:21:52,679
Speaker 2: Thanks for joining, Thanks you, Tom, and thanks you good questions.

1651
01:21:52,760 --> 01:21:59,880
Speaker 1: Jisi, this I three Audio Edition was presented by Paul McIntyre,

1652
01:22:00,080 --> 01:22:04,680
Speaker 1: producer Alissa Partington, music by Matt Duir. For more episodes,

1653
01:22:04,760 --> 01:22:08,680
Speaker 1: download the iheartapp and search MI three Audio Edition, or

1654
01:22:08,680 --> 01:22:11,120
Speaker 1: the same for any of the major podcast networks.