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Management

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Feb 20, 2024

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The project at Ogilvy & Mather Worldwide is in a state of crisis, with the company facing challenges in terms of creative product, financial discipline, and brand building. The issues were identified through discussions among senior management, who recognized the need for internal transformation and a recommitment to better advertising. The root cause of the problem is a lack of focus on the creative product and an overemphasis on finances. If left uncorrected, these issues could lead to a decline in competitiveness and client satisfaction. The decision-making authority lies with Charlotte Beers, the CEO of the company. Key points  The project is facing challenges in terms of creative product, financial discipline, and brand building.  The issues were identified through discussions among senior management.  The root cause of the problem is a lack of focus on the creative product and an overemphasis on finances.  If uncorrected, the issues could lead to a decline in competitiveness and client satisfaction.  Charlotte Beers, the CEO, is responsible for making and implementing the decision. 2.) Potential Corrective Actions and Expected Outcomes  Focus on improving the creative product by examining the process of developing and presenting creative ideas. This would lead to more imaginative advertising and differentiation from competitors.  Implement financial discipline and tighter operations throughout the company to ensure better management of resources.  Commit to brand building through a broader range of communication services, moving away from relying solely on media advertising.  Address the issue of geographical fragmentation by considering major structural changes to improve efficiency and collaboration.  Articulate a clear vision and values that guide the internal transformation of the company. 3.) Selection of Corrective Action The chosen corrective action is a combination of improving the creative product, implementing financial discipline, and committing to brand building. This decision was made based on the recognition that these areas were critical for the company's success and competitiveness. The selected actions align with the priorities identified by the senior management team and address the root causes of the identified issues.

4.) Recommendation chosen and its expectations to work The recommendation chosen is to focus on three strategies: client security, better work more often, and financial discipline. These strategies are expected to work because they address key areas of concern within the company and align with the emerging vision of brand stewardship. By prioritizing existing clients, improving the quality of work, and implementing financial discipline, the company aims to drive growth and enhance its reputation as a brand-focused agency. The chosen recommendation is expected to work because it addresses the immediate needs of the company and aligns with the emerging vision of brand stewardship. 5.) Expected Impact and Second Order Impacts Implementing the chosen corrective actions is expected to have a positive impact on the project. It would lead to improved creative output, better financial management, and a stronger brand presence. This, in turn, would enhance the company's competitiveness, client satisfaction, and overall performance. Second-order impacts could include increased employee morale, improved collaboration, and a more cohesive organizational culture. 6.) Implementation Plan  Decisions to be made: Finalize the specific strategies and action plans for improving the creative product, implementing financial discipline, and committing to brand building.  Resources required: Allocate resources for training and development, process improvement, and brand-building initiatives.  Actions: Conduct training programs for employees, establish financial control measures, and develop a comprehensive brand-building strategy.  Implementation schedule: Develop a timeline for each action, considering the urgency and feasibility of implementation.  Metrics for measuring benefits/improvement: Define key performance indicators (KPIs) to track the impact of the corrective actions, such as client satisfaction ratings, revenue growth, and employee.

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