Charlotte Beers at Ogilvy & Mather Worldwide Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Situation Analysis

The history of Ogilvy and Mather Worldwide has been shaped by a number of the events over the past years. Such dramatic changes in the history of the company include the hostile takeover of the company in the year 1989, the loss of the employees of the company immediately after a period of 2 years of the takeover. The company also lost credibility and key accounts in the business. The environment of the world had been changing consistently but the main focus of the management of Ogilvy and Mather Worldwide Company had been to keep on doing the things in the same way as they have been doing over the years.

The demands of the customers have been changing as they demand services at much lower costs and the concept of transporting brands has been rapidly emerging in the world markets. Most of the important clients had been taken away by the competitors of the company and the threat of competition was rising continuously. The internal performance of the company had also deteriorated for the company with the level of the quality being diminished and the management was unable to meet the changing demand of its clients.

Furthermore, the cooperation and communication among the staff of the company was limited and the agency fees and operating costs were rising significantly. Charlotte Beer was one of the first change strategists that understood the challenges that were being faced by Ogilvy and Mather Worldwide Company. She had formulated a completely new vision for the change management team of the company. Focusing on the concept of brand stewardship, she had articulated a clear direction for it. Beers had embedded a new belief within the employees of the company in order to visualize where the company could reach in its future.

A good start was made by beers which instilled brand orientation among the employees of the company and became a good start for the change program for the company. The most urgent problems that were being faced by the company had been addressed by Beers as she set up come core objectives such as firstly she emphasized on recovering the lost output by make more optimal use of the resources of the company.

All the plans and objectives set by Beer’s considered overcoming the major threat in a short term period however, over the long term the change that was initiated was not substantive and fully implemented. A lot of tensions begin to arise between the local agencies and the WCS due to reward system, resource distribution and the allocation of the jobs. The current methods had discouraged the change recipients to perform their jobs well and also to practice brand stewardship. Implementing a proper change or a turnaround change within the company is not the job of a single person.

As a result, some of the implementers had been appointed by Beers to collaboratively implement the change and practice brand stewardship however, it was not fully translated to the employees of the company due to lack of policy guides and proper structure. Therefore, it could be said that the turnaround change strategy program for Ogilvy and Mather Worldwide had initiated but the current organizational systems and the current organizational structures are not supporting the new vision and the new direction set by Beers as the first outsider CEO of the company.

Charlotte Beers at Ogilvy & Mather Worldwide Case Solution

Problem Analysis & Problem Statement

Ogilvy and Mather Worldwide is the world’s sixth largest advertising agency and the leadership for bringing and the responsibility for initiating the change program at the company had been taken by one of the outsider CEO or change strategist for the company. As soon as Charlotte Beer had become the CEO of the company, she had analyzed and evaluated the situation of the company and had planned and devised her change management program. The first thing that had been realized by Beer was that she had found that the concept of brand stewardship was very much loved by the employees of the company.

A completely new vision had been formulated by beers, which was well accepted by most of the employees however, there were many employees within the organization that did not liked the new Brand Stewardship concept including most of the employees that were below the executive levels. On the other hand, a low morale problem had also been identified within the organization. Most of the employees of the organization have not embraced the new concept of brand stewardship. This problem was identified by Shelly Lazarus. One of the other executive, Mike Walsh had insisted that in order to articulate the new values and the new developed vision more time should be given to the change management team. .............

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