The End of Asking “Can I Do It?” and the Keys to an Integrated Agency Model
Despite Edelman’s recent announcement that the PR firm is going to stick with what they’re best at (PR / Earned Media), there is no doubt that most agencies are converging their offerings, crossing swim lanes and aiming for the “integrated” value proposition. As a smaller firm (425 employees is relatively small in the agency world), W2O Group has been able to pivot and grow in this direction more quickly than others. Rather than hearing, “Oh, you’re the PR firm,” or “You guys are the digital agency,” we’re frequently hearing, “Where do you guys fit? Who are your competitors?” For us, this is a great place to be.
As we made the transition from a PR heritage, there is a critical but often overlooked mind shift that accompanied this change. This is the mind shift from people asking, “Can I Do It?” to instead asking, “Who Is the Best Person to Do It?”
Traditional public relations is inherently a “jack of all trades” or generalist discipline. Although things have evolved and become increasingly specialized in recent years, traditional PR firm staffing charts really showcase only one kind of talent – “Account” people. These people may be better or worse in different areas, but for the most part are responsible for planning, monitoring, writing, executing, client service, measurement, etc. In this sort of agency structure, people are rewarded for “wearing many hats” and being able to get things done on their own. In a nutshell, when a project comes in, they learn to first ask, “Can I Do It?” and if the answer is no, then look for help elsewhere.
Advertising and digital agencies, on the other hand, are inherently specialized in their staffing mix. You’d never find a copywriter also doing the measurement report or executing a media buy, and digital agencies are required to work more collaboratively given the diversity of technical skills that are required. In these constructs, people are rewarded for efficiency in their tasks, fitting into the supply chain, and knowing their role. When a project comes in, they learn to ask, “Is it My Job?”
Over the last 5 years, W2O Group has transitioned from a PR firm into an integrated marketing leader in the digital world. Perhaps the most important learning has been defining the middle ground between the generalist approach of PR agencies and the supply chain approach of Advertising agencies. Successful integration requires a different staff mix and approach to the business than either legacy model. Three things stand out as being critical:
- Having the right structure – if PR firms are a soccer team (anybody can score, defend, etc.) and Ad agencies are a basketball team (the Creative all-star with a team of supporting role players), the successful integrated marketing firm is a football team with a strong quarterback and a wide variety of players who are all excellent in their positions.
- Having the right people – not everybody wants to be integrated or specialize in their position, and lots of people would prefer to pad their own stats rather than let somebody else carry the ball when it’s the right play call.
- Having the right mentality – there are two mission critical perspectives. The first is to always start by asking, “Who is the Best Person to Do It?” and the second is to approach every conversation by first assuming your colleague wants to do the right thing.
It took us a while to first understand, then plan, and finally institutionalize these three success factors at W2O Group. And, as some people opted out for more traditional jobs, we learned that it wasn’t what everybody wants. But, as the fastest growing agency of our size for several years now, we’re pretty confident it’s what clients want, and where the market is going.
One thing Richard Edelman nailed in his AdAge interview – the marketing mix is going to be jostled over the next decade, and Paid Media will no longer eat like a King while Earned, Shared, and Owned fight over scraps from the table. We believe clients will need integrated partners to navigate this transition, much like Edelman believes they will need agencies who are good in their traditional disciplines.