People are the lifeblood of any establishment. In my opinion, this is the most crucial element in the mix – without talent, we are nothing. Theorizing people management is easy. Executing these strategies and tailoring them to actual human complexities are not. For me, the formula here is simple: Assign the right passionate people in the right roles and provide them the support they need to function in those roles. As senior management, our role is critical in steering business / strategic direction; but more importantly, we are here to remove obstacles and provide an enabling environment so our people can perform at their utmost best.
Creating an agile integrated agency starts with the culture. We need to define the vision for the agency — data-driven, collaborative, adaptable, and experimental — what we at Hill+Knowlton Strategies call “Always in Beta”. This is both an existential position as well as a mindset that is applied to day-to-day work. It is critical to create
Transitioning to an integrated practice from a traditional PR agency is exciting though you need to be incredibly resilient, persuasive, and hands-on. Don’t take whatever projects come through the door or go straight to pitch for big retainers at the start. Big retainers often prove unprofitable and are often over-serviced – debilitating the team for new business and growth. Agencies’ management needs to shy away from the old mentality of winning first and finding resources later. It rarely works especially in a talent crunch era where hiring takes months. Biting off more than you can chew will destroy an agency’s reputation and alienate your overworked
Creativity is the currency of any effective integrated agency, and we need to move from being media-facing to consumer-facing as well. This means positioning ourselves at the intersection of technology/data and the consumer to become the agency that thoroughly understands local nuances and insights to connect brands to
Specialist Expertise: The Studio, M+A Consulting, Data + Analytics