How do you view the current state of succession planning in the ad industry?
It depends upon individual agencies so I don’t know what their plans are. But one must prepare some time in advance so that you can groom that person. One should try not to interfere too much in the process because you don’t want to leave a clone of yourself. So the head should always be involved in helping the person but not interfere to the extent of becoming a hindrance.
The quality of people coming in to the advertising industry is not as good as it used to be before. Is that true?
That is not true. Because we’ve seen people around for a long time, there is always a feeling that the present is always more stable than the future. But that is not the case. There are brilliant people in this industry. We groom them in the role of a captain and that’s how captains emerge. Succession planning is not done by hiring new talent out of a management institute. It is done from amongst the people who have been around for quite some time. So I would say that the second level of leadership is very much ready across the industry.
If we look at the corporate world, the CEO has a set of people who are groomed as future prospects. Given the fact that advertising is fundamentally a different kind of industry, do you think the same process applies here as well?
Of course it does. There are always three or four people and one of them ends up taking over the reins. And that doesn’t mean others have to go. They are given appropriate roles and responsibilities. It’s like cricket. When Dhoni becomes captain, Tendulkar shouldn’t say, “I’ll not play anymore”.
But don’t you think the Indian advertising industry is not as good when it comes to planning for a successor?
I’m not certain. I don’t think so. If you look at the sort of people who are heading agencies today, they are very good at their job. And there is no reason to believe that advertising does not plan successors as professionally as marketers do. We do it equally well.
During the 1970s and 80s, people used to come into advertising from totally unrelated backgrounds. But today, they are well trained, more focused and armed with management degrees. Do you think that the flair for creativity in the new blood is not as good as it was a decade or two back?
I can say it from Ogilvy’s point of view that we do not go by degrees. We go by attitudes and passion. Do we go on a hiring spree from management institutes? I don’t think so. And do we completely write off the management types? Again, I don’t think so. As far as your question pertaining to the creative flair is concerned, Ogilvy has been at the forefront of creativity for almost a decade now. And all the work isn’t done by me. You have to give them credit. So I think there are good people. And see for yourself. Look at the work that came out five years back and look at it now. Isn’t it better?
What is the state of talent retention? How does Ogilvy retain talent?
I think talent retention is a problem in the industry. We need to re-look at our business models. We need to remunerate our people slightly better. I think the biggest thing that people respect is the opportunity to express themselves. We do our best to give them independence. Let them own the campaign, let them own brands. We try to create an atmosphere that’s lovable. At the same time, we are doing our best to look at benchmarks in the industry and stay ahead of them.
For more articles, Click on IIPM Article
Source : IIPM Editorial, 2012
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Best B School India
Management Guru Arindam Chaudhuri
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Planman Technologies
It depends upon individual agencies so I don’t know what their plans are. But one must prepare some time in advance so that you can groom that person. One should try not to interfere too much in the process because you don’t want to leave a clone of yourself. So the head should always be involved in helping the person but not interfere to the extent of becoming a hindrance.
The quality of people coming in to the advertising industry is not as good as it used to be before. Is that true?
That is not true. Because we’ve seen people around for a long time, there is always a feeling that the present is always more stable than the future. But that is not the case. There are brilliant people in this industry. We groom them in the role of a captain and that’s how captains emerge. Succession planning is not done by hiring new talent out of a management institute. It is done from amongst the people who have been around for quite some time. So I would say that the second level of leadership is very much ready across the industry.
If we look at the corporate world, the CEO has a set of people who are groomed as future prospects. Given the fact that advertising is fundamentally a different kind of industry, do you think the same process applies here as well?
Of course it does. There are always three or four people and one of them ends up taking over the reins. And that doesn’t mean others have to go. They are given appropriate roles and responsibilities. It’s like cricket. When Dhoni becomes captain, Tendulkar shouldn’t say, “I’ll not play anymore”.
But don’t you think the Indian advertising industry is not as good when it comes to planning for a successor?
I’m not certain. I don’t think so. If you look at the sort of people who are heading agencies today, they are very good at their job. And there is no reason to believe that advertising does not plan successors as professionally as marketers do. We do it equally well.
During the 1970s and 80s, people used to come into advertising from totally unrelated backgrounds. But today, they are well trained, more focused and armed with management degrees. Do you think that the flair for creativity in the new blood is not as good as it was a decade or two back?
I can say it from Ogilvy’s point of view that we do not go by degrees. We go by attitudes and passion. Do we go on a hiring spree from management institutes? I don’t think so. And do we completely write off the management types? Again, I don’t think so. As far as your question pertaining to the creative flair is concerned, Ogilvy has been at the forefront of creativity for almost a decade now. And all the work isn’t done by me. You have to give them credit. So I think there are good people. And see for yourself. Look at the work that came out five years back and look at it now. Isn’t it better?
What is the state of talent retention? How does Ogilvy retain talent?
I think talent retention is a problem in the industry. We need to re-look at our business models. We need to remunerate our people slightly better. I think the biggest thing that people respect is the opportunity to express themselves. We do our best to give them independence. Let them own the campaign, let them own brands. We try to create an atmosphere that’s lovable. At the same time, we are doing our best to look at benchmarks in the industry and stay ahead of them.
For more articles, Click on IIPM Article
Source : IIPM Editorial, 2012
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
For More IIPM Info, Visit below mentioned IIPM articles.
IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting
IIPM in sync with the best of the business world.......
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies
