Agency as a platform

Agency as a platform

Future of advertising: Agency as open source platform

 

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Stop feeding the parasites

Stop feeding the parasites

I received a curious mail today from Campaign magazine. It was soliciting content. so far so good. I skimmed through it and was delighted. They wanted content and towards the end they had mentioned a huge sum of money, almost half a year’s salary for me. I assumed it must be honorarium for the ones whose content is selected. I was thinking, man, these guys are amazing – can they really afford to give away that kind of money to contributors? Didn’t make sense. Perhaps it is a way of cultivating the best talent?

so I read the whole thing – turns out, they are not giving honorarium, they are ASKING for the sum. In exchange, the contributor gets their photo published in the magazine.

This is some weird shit. All this while I thought their business is in getting free content and distributing it at profit.  (which I find problematic anyways. Why should any labor be free?) But it turns out, their business is about validating the poor insecure idiots in the narcissist industry of advertising, who seek validation for their expertise.

I understand, for many small agencies perhaps, this is a way of getting noticed by the right people. For a down and out senior person, this is a way of getting back in the game. For a low esteem somebody, it is way of feeling secure about their expertise. and I am sure it is of positive utility to somebody somewhere, the use-case for which I can’t think of now. Nevertheless, what a scam!

The mice needs security and the vulture is selling helmets.

Advertising industry is plagued with this insecure-narcissistic game that drains its people of their money, their time and their esteem. The countless awards, the countless publications, the countless events – what good comes of all that masturbation?

Awards

Cannes, One show, Effies – what a fucking waste of money and efforts. It does curate some amazing work, but it is not available freely for all industry folks to learn from, now is it? It is available at a price and not readily usable. The learning, the cases, they are not turned into usable insights, usable learning tools for the young in the industry to learn from, freely. If it is behind paywalls,  it is useless. It is unethical to first charge for entries and then again charge for accessing the end product. Its the most dick move ever. In the age of AI, why can’t knowledge gathering digital dust behind paywalls, be turned into an Open advisory for a world where businesses grow more efficiently and people don’t have to weather terrible ads?
I can see the parallel here with the pharma industry – companies that have recipes of wonder drugs that can cure TB, malaria – but won’t give it out to needy people. Well, the comparison is wrong – atleast pharma companies own their own IP, all that award shows do is massage a few egos. Its the most expensive ‘curatorial’ service ever.

Awards might help build agency credentials. But why does a company need new credentials every year? I mean, I don’t see volkswagen or Mahindra spending as large a proportion of their revenue towards awards, as agencies do. No other industry spends as much money on validation as percentage of its revenue as we do.

Look at Publicis. With a year’s worth of spends on awards, they are planning to build a AI assistant for their employees! (Shitty idea, but one must commend on trying to be relevant) I mean they could start new businesses every year with that kind of money, put it to far better uses than advertising awards.

With Unilever, P&G cutting down their ad spends, agencies will have to further tighten their belts. They better start with the awards, instead of employee raises.

Publications

Which other industry has so many ‘thought leaders’, so many publications and yet doesn’t move an inch ahead in the game of innovating it’s own value proposition?
What do adage, campaign, afaqs, thedrum etc add to the universe’s knowledge? Not much. These publications regurgitate same points of views over and over again. They keep discussing similar trends over and over again without critical analysis (programmatic is the future, maybe it is not. Native is the future, maybe not. Context is king. maybe not. where is the data to support the hypothesis anyways?) Never have I read an actual original point of view about media/ business/ culture/ consumer in these rags. They are mere propaganda vehicles for ad agencies and its career climbers.
Its quite possible that half the ‘views’ and engagement of ‘famous’ campaigns are generated by people in marketing only – readers of these publications. I suspect, the feedback effect is detrimentally strong in advertising. Shiny, smart ideas get propped up even if it might not be effective.

Lastly, I feel the publications normalise the alienating bubble of advertising. By repeating trends that are not actually trending, by idolising campaigns that are not effective, by giving trophies to agency folks…  they are holding back the industry.

Agencies often have fairly smart people. People with ideas. People who can start their own businesses, create things of great value. Instead they get too comfortable by publication powered validations and publication powered point of views. They hold them back in the industry.

Events

Well, I think, advertising people would gain far more if they went to art galleries, tech expos, civic issue seminars, political rallies, academic seminars even etc. There’s marginal utility in going to advertising industry events where you will bump into people exactly like you. (unless you want to network).

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Essentially, stop becoming fodder for these parasitic industries that are growing bigger and bigger as the host industry diminishes. Get a grip on yourself, advertising industry.

If agencies remain married to ‘ads’, agencies are doomed.

Traditional advertising agencies were essentially amoral tongues on rent.  In the pre-digital age, where there was no other way of knowing the truth (or rumours) about products and brands, advertisements was the only major source of opinion/ information (after WOM) about the product’s usefulness/ efficacy/ likeability.
There was a role for advertising in the lives of people. It was global village’s emissary of good times. It was the window to a new lifestyle. It was the helpful aunt who knows solutions to all our problems. And it was all in good cheery humour. Oh, golly-gee. What a wonderful world advertising was building for people. In a media-starved world, people lapped up the shiny world painted by advertising. The modernist utopia was painted by advertising.

Internet broke that world. It made the world transparent. People could verify claims, could complain, could rally fellow consumes into shaming advertisers who were dishonest. Advertising just didn’t ring true any more. At best they were entertaining distractions. At worst they were insidious worry-mongers who amplified the worst aspects of humanity – misogyny, racism, greed…Mostly they were an annoyance best muted or ignored.

From a brand point of view, ads were not efficient anymore in telling consumers anything they didn’t already know or wanted to know. Advertising simply had lost the plot.

Then came Amazon, facebook and google. And boy did they take the life out of advertising. Many agencies are dead, they just don’t know it yet. They see pitches, dwindling margins as symptoms of economy, politics etc. They don’t see the picture. The disease is different. The disease is ‘death of brands’. And with it, traditional agencies.

People do not need ads anymore to inform/ educate/ convince them about anything. thank you very much. They have google, facebook for that. They stream their brand experience (mostly if it is bad) live on facebook. They pummel the brand social media handlers when brands do a faux pas. They’ve got the power and they know it.

People buy ‘products’ on amazon and flipkart now. They don’t care for brands anymore.
With Amazon’s Alexa and Prime, amazon will ‘seamlessly’ relieve the burden of choices and chore shopping for wealthiest of consumers. That means hello private labels and small players, bye bye big CPG brands.

Sure, some people might continue to believe that they must drink redbull and eat tacos and drive audis and exhibit iphones… but the vast majority of non-lifestyle CPG brands, daily use brands – brand on which we spend most frequently. They will see erosion in their ‘brand value’.

Go niche or go big. There is no middle ground anymore for most brands.

What that means for agencies? Forget the age of ‘lines’ and brand ethos. ‘brand with a purpose’ and ‘lifestyle defining brands’ can only be a handful. Most of agency clients are not these brands.

Agencies of the future need to help most brands become more ‘uniquely useful’ to the consumer. Agencies need to be able to create opportunities and harness unexpected opportunities for brands. Here are some interesting brief to work for.

‘How can we ensure that the consumer searches for my brand name and not the category name when buying on amazon?’

“How can we change the amazon prime habit and get the consumer to buy stuff at my store on his way home?”

How can my brand reach consumer better, quicker, more delightfully than amazon/ google can?

and so on.

The point it, days of ‘lines’ and ‘scripts’ are gone. We must be able to solve real business growth problems and be ready to leverage any medium/ expertise/ experience. If agencies remain married to ‘ads’, agencies are doomed.

Tencent and Dentsu’s Mobile stack – what exactly are they trying to achieve?

Cannes is a time for grand announcements. Even if they mean nothing.

So DAN and Tencent signed a deal that apparently will ‘transform mobile marketing‘ according to Campaign asia and usher us in a ‘new era of future marketing‘ according to Yahoo Finance.  Neither of the articles go beyond gibberish and jargon to suggest actual ramifications of the partnerships. One of the clearer outcomes is a ‘university’ to teach digital marketing. But that in itself is not very revolutionary, now is it?

Campaign asia talked about ‘exclusive’ partnership. So that’s how agencies are going to build superiority now – walled gardens, rent seeking. Damn, we are really out of ideas now aren’t we.

The deal apparently helps “gain valuable data-driven consumer insights” which essentially is an euphemism for collection of and selling of behavior data of consumers. I understand there is money in it. But damn, that’s a shady business to get into with a smile.

The truth is the mobile stack is just a gimmick to get clients to think that Dentsu ‘gets’ mobile marketing. I am sure some good will come out of it. But it certainly won’t ‘transform’ anything. The lack of vision in the PR article on two websites was indication enough of a clear lack of vision among agency leaders.

Sigh. I so wish for leaders in the industry to actually read, learn and think hard to actually become more useful to more people, more businesses. Instead we get these hogwash deals.

 

 

Agencies as platforms – setting up for failure

Publicis is trying to become a platform with ‘Marcel’.

PHD has ‘Source’ – another platform idea.

Ogilvy also has its OS – more or less a similar idea.

Every global agency wants to become an Operating system/ platform where it could efficiently put to use the thousands of creative minds, departments for its thousand clients across the globe. The idea theoretically is  pretty awesome. Now that the agencies have grown to global proportion, how do yo make sense of the scale? How do you break the silos? How do you partner global brand’s global operations? A digitally enabled global platform sounds about right.

But will it actually work? There are two things that make an idea work. One is clarity of purpose. Second is people – Who is supposed to make it work and does he/ she gain anything from it?

And I think the agencies have lost the game on both fronts.
They lack the vision – they underestimate the power of AI or are shy of actually using its potential. The examples shown in the video are pedestrian. They queries showcased do not require ambitious AI. It tells me they lack imagination and conviction.

Secondly, the people.
The value of a platform or a network is really in its ‘network effect’. Facebook is valuable because all my friends are on facebook and so are their likes and their suggestions. It is worthless if my friends were not there. So a platform is as good as the number of active people on it.
And I doubt there is strong enough an incentive for agency workforce to go digital – use that digital add-on of a ‘platform’.
Let me elaborate. Starting with vision.

  1. The AI’s story

    Professional assistant sounds like an exciting idea. But the examples shown in the demo video for Marcel makes me think that they really haven’t thought it through yet. The potential of a professional assistant in my pocket is huge and I doubt they have the conviction, the drive and the ability to truly create a product that could help me with my work. The video showed examples of fairly simple queries (for reports, for teams, for projects… simple keyword searches) – something that a simple google search would yield an answer. If that is the ambition, then the product is worthless.
    I imagine a professional assistant for a strategist to know up-to-date information of my client’s business performance, brand matrices, social listening etc. I will need it to analyse that social, market data for me.
    For a creative professional, an AI enabled professional assistant could help fetch examples of a certain emotion being portrayed in movies, novels etc, or find the right cultural conversation to target, find right examples of older/ competitive ad that conveys something. From a coding perspective, it requires technology that can scan videos for emotions, scan novels for metaphors, suggest content that might be useful for my current project, scan global market indices, scan social conversations for expressions, not just sentiments.
    That is a sophisticated product that I can use. And also, a sophisticated product that is technically very difficult to create. There is a reason it doesn’t exist yet.

    It would be economically more viable for Publicis to sell these products in open marketplace with high margins, instead of restricting it to their employees and clients.

    Euromonitor and their ilk have not yet shown a willingness to improve their delivery with AI. Understandably so, because of the economics of it and the coding prowess it requires to create an intuitive and powerful AI that will actually be useful. If Publicis or Ogilvy, has that kind of coding prowess, they would be better placed to monetise it for strategy projects rather than as  value-adds, to advertising!

    Why would you give away something more valuable for free with something whose value is depreciating. Would you sell a bicycle by giving away gold bars free with it?

  2. Conviction: It is a platform if it is the primary interface for a defined purpose. Otherwise, it is simply an onerous add-on.

    The nature of advertising business demands close co-ordination, casual comfort in conversations, intellectual proximity… None of which will exist if digital becomes the primary interface for inter-agency/ or agency-client relationships. People like to meet, talk and see if they find others as being agreeable. Even within an agency, if a CD doesn’t like my (planner’s) attitude, he would simply not bother even reading my brief. In the ego chamber that is an agency, relationships determine  if people even attempt at listening to other people. I have a hard time getting creatives excited about most of my briefs. I am sure they won’t get excited over anonymous briefs gathering digital dust on the ‘platform’ – a brief that doesn’t get an appointment, doesn’t challenge them intellectually, doesn’t provide them a startling new insight, doesn’t smile encouragingly, doesn’t empathize with their issues, doesn’t complement on their excellent creativity… is a dead brief.

    Indeed, many business relationships are based solely on the merit of nothing more than strength of actual people to people relationships. What happens to those if digital platforms become the primary interfaces?
    And if that is not the case and real world remains the primary interface with digital being an add-on, why would anyone want to invest extra time and effort on a platform that has diminishing returns for the primary purpose of fruitful relationships.

  3. Relationships vs projects: Should our industry incentivize the philandering behavior of clients?

    There are two kinds of clients – those that build a trust based relationship with an agency and works closely enough to grow their brands. Increasingly, however, trust is giving way for power tactics – clients who get agencies to pitch for every little project.
    The ‘platform’ idea is more suitable for the latter kind of clients. It is in the nature of ‘open relationships’ to put out briefs that hide more than they reveal. The lack of transparency means that the planner has to work harder in ‘guessing’ the brand challenge and strategy, in absence of hard numbers and concrete objectives from clients. Which means, more possible ‘routes’ to work on. which means more work.
    Do we really need to do more work that might not see the light of day, or less of it?

  4. Best creative brains do not want briefs from elsewhere.

    Consider a over-worked Creative Director with 5-6 projects (with at least one ongoing pitch) on his plate with deadlines of yesterday? That practically is every other CD in increasingly poor agencies (Look at retainers going down and businesses asking to pitch for every little project). Would a busy CD from China want to work on that superbowl commercial for a US client? I doubt it. Maybe interns and junior copywriters would like that opportunity. But typically the best creative brains with enough experience wouldn’t be going out to search for extra projects. They might do so, if they already have an idea/ script and need now a client to sell it to.
    So perhaps, the platform will become a Craigslist for ‘idea in need of clients’.

  5. Every brief a pitch

    This system, in a manner of speaking, is further fragmenting the whole pitch business. In a sense, every Publicis brief then becomes a pitch. Which planner/ creative director wants that?
    Pitches essentially are blackholes for good ideas. ideas that titillate clients, but that have much smaller chance of seeing the light of day.

  6. The knowledge bank – why quora works but internal Q&A does not

    I have worked in multiple global agencies. All of them had strong internal ‘knowledge bank’ networks. I even oversaw making of one of those, long time back.
    None of them worked. No one ever contributed answers, knowledge to the supposed bank.
    Or rather, the same person who might spend hours writing a thorough answer to a question on Quora, would never write (or even read a question posed by someone else) in the internal network.
    The reason – While both public and company networks can give you validation – only company networks might be unforgiving for your faux pas/ ignorance. You don’t want to be seen as an ignorant buffoon to all your global colleagues, do you? But if it happens on facebook or quora, your post just might get buried and no one has to point fingers at you for more than a few days at worst.
    A stupid answer would brand you stupid among your peers. A career suicide.

    Secondly, I have seen differences in the nature of questions. A Quora question may be fairly open-ended, it might seek opinions, experiences, expertise. As against, most of the questions on internal networks of agencies are boring specific asks for a certain requirement. Nobody wants to do the homework for you.
    So while I maybe willing to answer your question, “What is positioning?”, I am absolutely not interested in answering your question, “How should I position xyz car brand in China which is dominated by abc?”
    Do your work, don’t ask me to work for you! I don’t have time for that.

  7. How then is a freelance networking company different from WPP/ Publicis?

    Lastly, I feel a freelance networking company has better incentive to create a platform like this. If it is going to be open, why not completely open? Anyways, senior creative rock stars are not going to search for briefs themselves. They want client and servicing team to come to them for briefs. So it is marketplace for junior talent. And if it is junior level talent we are talking about, might as well keep it open for junior level talent across the world.
    So essentially, it might make your existing junior-middle level creative talent insecure. I doubt you want that to happen.

A better way to go about this process is with a different perspective – one not about technology as a stop-gap solution, but technology that solves a real problem. And the real problem is not ‘access to best talent’, or ‘access to reports’ – the problem is decline in value of our creative ideas, the decline in our growth. The answer is open source. Read about it here.

The triad of Consultancies, FB and Google will neuter creative agencies globally, unless…

The triad of Consultancies, FB and Google will neuter creative agencies globally, unless…

First: The digital disruption.

Globally, Facebook and Google now dominate advertising dollars, not WPP or Publicis or other agency companies. (For comparison about the market muscle – Combined market cap of FB and G was $812Bn as of June 2016. How did WPP, Omnicom, IPG, Publicis stack up? The four combined were at $70 Bn. And the less said about the growth, the better.) So there’s that.

And now consultancies are entering the fray to steal the lunch from agencies. And agencies have largely been too busy in denial to notice their impending irrelevance and gutting of their margins.

Second: The value of ideas.

Adweek recently wrote about the trend of Global consultancy goliaths buying up small agencies to make inroads into the branding industry. And similarly, creative agencies have also been trying to make inroads into consultancy businesses.

Who is more likely to succeed? Which industry will prevail, which will shake-up?

To me the answer is obvious. Why? Here’s why –

  1. Relative Value: Consultancy’s service is typically valued at higher valuations than creative agencies. In another world, where creative agencies didn’t get too complacent early on and put more emphasis on effectiveness beyond awards, perhaps, creatives would have earned more, grew bigger by creatively solving newer and varied problems and given bigger business growth for brands. But we don’t live in that world. Consultancies are good at convincing with numbers how they affect businesses positively.
    P.S. – There should be a research done in success rate of consultancies versus agencies in actually delivering growth.
  2. Positioning: Consulting is positioned as a house of experts. Consultancies typically house ‘domain experts’ that the CXO knows he can access. So, it is not a big stretch to imagine that consultancies house creative experts too. It is a stretch to imagine the chaotic agency to house a supply chain expert though.
    So even if a CXO trusts a creative mind’s judgement in his/her field, I doubt he/she would extend the assumption of competency to other matters of business growth.  As against a typical consultant – no matter how dumb/ smart he/she might be, the CXO trusts him/her to create access to competent people for most business needs.
  3. Ear of CXOs – Both agencies and consultants get to interact and influence CXOs. But, agencies only cater to propaganda need, while consultancies can affect change in almost all facets of a business – supply chain, production, legal etc. So consultancies have a better view of the business and what it needs, and hence better opportunity to offer more services.
  4. Plurality of ‘closed thinking’ projects – Pardon the generalization, but while consultants are masters of ‘closed’ thinking, creatives are masters of ‘open’ thinking. I estimate that there are more ‘closed thinking’ services that a company typically needs help with, than ‘open thinking’ services.
  5. When you can’t innovate, advertise!: Growth in 21st century is about innovations – consolidative tech innovations (FB and G consolidating the ad and comm tech market) or fragmenting tech innovations (innovations in CPG that is creating new breed of many niche players – online or offline.) There is no substitute for actual, real innovation to grow in 21st century.
    While agencies are known for their ‘big ideas’, they are not known for path-breaking ideas that inform a business model or product development. Most of the time, the idea comes from within the company for it to be truly adopted with conviction. And to execute these ideas, they go to the consultancies for help, not to advertisers.
    Can advertising agencies create new business ideas? sure they can. But the evidence is lacking as of now.
    Advertising agencies instead are now becoming home to companies that fail to innovate and then want the advertising to push the ship stuck in the muck.

There have been attempts by agencies to get into consultancy shoes – most recently by R/GA. I wish them best of luck. I really hope someone cracks it and in the process, ‘pivots’ to a higher value service. But so far the trend has not been encouraging.

Here’s an idea for a better future for the industry – start putting your money where your ideas are.

FAQs – Open Source Ad Agency business model demystified

FAQs – Open Source Ad Agency business model demystified
In an earlier article, I proposed a new business model for advertising agencies. As I see it, it is a logical next step for the industry to remain relevant and to thrive. Unless it evolves like this, expect marginalisation of creative industry.
I have been speaking with a few industry leaders. There were some interesting themes of concerns and ideas emerging from these conversations. The biggest is about ‘human creativity’ that most think is a trump card that no one can wrestle away from them. There is a grain of truth in that assertion. However, look at the numbers – it doesn’t take creativity for google and facebook and consultancies to steal creative agency’s lunch. Agency margins have never been this low – which means, the kind of creativity we so dearly hold, has never been valued so lowly. Digital ecosystem has fundamentally shifted the value of our kind of creativity and we seem to persist in denial. Most of my creative and intelligent classmates are not in agency business (from a school that was historically setup to train future agency leaders), but in media, brand management and digital businesses. That should tell you something.
Anyways, here’s some of the broad themes of concerns about my idea of ‘open source ad agencies’ shared by senior leaders in the industry. Weigh in to make the idea better.
Essentially, there were six themes of concerns for the idea –
1. Becoming ROI oriented (SMEs want quick results)
2. Possibility of becoming fragmented unprofitable business
3. Will it upset existing corporate clients?
4. Existing client architecture – many small businesses within larger ones
5. Should the tools be really foolproof.
6. Reputation at stake
Cost of opportunity: Firstly, I will look at these decisions from a broader perspective: if this idea is even remotely possible and say a competitor creates this, would we be able to bounce back to compete in the ‘winner-takes-all’ game of online services in the future?
This idea will need a little longer horizon to payoff and a fair bit of disruption (but not necessarily with existing clients).
1. Businesses want ROI from advertising. Should we fight it or embrace it?
I understand the concern. This is actually true about not only small businesses but also larger corporates. I see companies already looking at big data to cut down on every conceivable inefficient costs even in high growth developing economies like India and Sri Lanka.
This is inevitable. We have to be prepared for it. The digital systems, when used appropriately, helps make better sense of data. One of the minor points in the article was about opening and curating all of agency’s historical campaigns effectiveness data across the globe. Now that would be a herculean task to make that data consistent and usable by a bot, but it is possible. But once we have that data at one place and an algorithm to parse through it and add to the body of knowledge about what works – we will have the single most valuable tool in advertising – an oracle that can guide real time about effectiveness.
The tool and the data remains agency proprietary. Only the results are visible to paying customers. This is where the premium will be charged in the future.
How would the agency like to become the only creative agency that can give effectiveness predictions with decent enough (and improving) confidence levels?
2. Fragmented unprofitable business
That is a real threat. It will be a low margin high volume growth. And as such, in a way it is a second business for the agency. (Perhaps a sub-brand of the agency)
To really evaluate it, we will need to know the cost of its implementation and possible market sizes we can realistically win. I can do that, but that will be a longer exercise. There will be big cost and efforts to create the system, but the fruits of the system, however marginal, will continue for a sufficiently long time.
Also, the way I envision it, this system doesn’t cut down manpower that is currently employed for corporate clients. But the new system that is largely consumer facing, will need smaller human support who will manage bots. So costs would be dramatically less and hence help profit margins.
3. Will it upset existing clients?
I have envisioned it to be an ‘addition’ to existing business, not a disruption to existing structure. So in a way, this new additional service can delight existing clients with the new intelligence that we will have from the community and user, without them being concerned about their data leaking into the Open OS.
I have made a distinction in my article – when decisions are made by committees/ hierarchies, they require people on the other side to work with. So the existing system with all its checks and balances will exist for such clients.
The additional online interface is for clients who usually make decisions individually (personal brands, SMEs). These two segments, who will pay less, will never have the kind of servicing, planning, creative support that the corporate clients have.
So that takes care of the expectations.
The biggest concern is the safety of their data. Again, corporate client data need not go through the open digital system, it can exist off the grid like it does now. What goes in the big data pile that will inform the effectiveness bot, is case studies and older data perhaps. There could be ‘opt-in’ mechanism with clients to ascertain what client data remains forever secret, what comes out eventually.
4. Existing client architecture – Treating smaller brands from big corporates as separate SMEs
That is an important point that I overlooked in my article. I see this as an opportunity to add value to their businesses. This model creates a sliding scale of services. what this allows is, no business, howsoever small, needs to leave the agency or become unprofitable for us just because it is a prestigious client – there will be space for all sizes of businesses without it straining profitability.
5. About creativity and promise of foolproof tools
This is the interesting part. Nowhere in the consumer journey is the creativity itself automated. The community might help them brainstorm or find a smaller shop/ freelancer who could help the client. Or at max, the client will be redirected to agency office if the scope of work is large enough. The creative output is always through a human. So we can continue charging premium for access to agency rockstars.
What the broader algorithms are helping clients with is – strategy, research, competitive mapping, analytics and critically – a confident direction.
The way I see it is, we will need to do two things: set the right expectations and make our existing tools smarter.
First, smarter tools. I fully appreciate the concern about tools being misused. As they sit now, agency briefs or strategic frameworks, are static guidelines. So it leaves even basic question open to interpretations.
In my experience, we often face the problem of receiving ‘bad briefs’ or incomplete briefs from clients. Then it becomes a guess game – what the client might really need/ want?
But let’s look at what BCG does for its interactive cases. Its a guided online journey to solve a business case. It has a simple interface that forces consumer to seek for the right data and right perspective to inform the strategic challenge.
Something like this could help set the expectation and help learn the tools first.
Then, the user will be guided through a smart algorithm (automated strategy framework) that will ensure that the right business problem is identified.
Often, that is half the creative work – identifying the right single-minded problem to solve.
And the process will help people in doing that.
Next comes the human interface – the actual creative interpretations and campaigns.
There are two possible options for clients – either to pay premium and access agency  rockstars. Or find cheaper freelancers (Possibly agency certified? another revenue stream?) who they can find on our community and who can help them. Similar to uber’s rating for its drivers, or amazon’s ratings for its suppliers, we can have ratings for our freelancers. This mechanism has worked so far in most industries – even 99designs.com which is in similar space, but fundamentally different.
6. Reputation
Perhaps, to begin with it could be a controlled roll out or with another brand.

Setting the right expectation should help a lot. At the start of consumer journey it should be clear that what they will get is an Agency process, not Agency creative. 

The consumer journey could make it very clear owing to its subjective nature, Ogilvy is only responsible for its creative output by its people, not the algorithmic output of a plan/ brief.
1. For free – access to free algorithms, certain datasets and case studies to all. cannot expect creative output or a definite solution, only a direction.
2. Personal brand wizard – wizard will interactively guide in creating a brief with client data. that they can then share with people in the community for ideas. None of which is a creative output or a definite solutions, again only a direction.
3. Small business boosters – Online collaborative tools (like slack, skype, etc) used to provide services with planners/ creatives depending on Scope Of Work (SOW). These could be a single team of 20-30 people (spread globally in 4-5 key agency offices) for the entire globe. They can help create creative solutions with quick turnaround. We will have to take responsibility of their success/ failure.
4. Full service  – Corporate clients will see Agency as the most contemporary and innovative agency in the world! Who can deny that if we make this real.  Besides, the first three options will create a substantial bank of possible new business leads.
Having said that, I understand, this is not the complete picture and we will have to dig a lot deeper to understand the massive implications of this move.
But can this be our new purpose? To make effective branding possible for everyone in the world.