OgilvyOne: Transformation
Subject
Organisational Behaviour, Organisational Behaviour
Authors / Editors
Goshal S;Gratton L
Biographies
Publication Year
2002
Abstract
Faced with the challenge of serving clients with increasingly global needs, Ogilvy Direct, the direct marketing agency of advertising firm Ogilvy & Mather, underwent and intensive integration process. Through the use of integration mechanisms such as task forces, a Worldwide Board structure, a proprietary methodology called Customer Ownership and a knowledge database called Truffles, management successfully transformed the business from a series of fiefdoms to an integrated global services operation. In 1999, as an outward sign of its internal transformation, the company was rebranded as OgilvyOne. However, during the integration process, OgilvyOne faced a trade-off between preserving the creative, chaotic atmosphere that characterised the fragmented company and the integration of services necessary to provide business relevant, global solutions to its clients. This case describes the integration process including the integration of its internal divisions, regional offices and newly acquired interactive media firms into OgilvyOne and the management of the tension between creativity and financial performance.
Topic List
Organisational Integration
Industry
Advertising and Direct Marketing
Publication Event Date
2001
LBS Case Number
CS-02-032
Location
Worldwide
Publication Organisation Size
$450 million in revenue
Project Funder
HEFCE-HEIF
Available on ECCH
No
