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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


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