In my 20-odd years working with agencies, particularly in advertising and creative sectors, one thing stands out: agencies love change. The excitement of strategising, dreaming up big ideas, and envisioning a transformed future is palpable. But when it comes to actually implementing those changes—when it’s time to get down to the nuts and bolts – many fall flat.
Let’s be honest: agencies often underestimate how tough change is going to be. It’s easy to get swept up in the momentum of big ideas, but the real work begins when you have to execute them. And that’s where most agencies struggle.
Communication Is Key—But So Is Reality
I’ve seen so many agencies put together comprehensive communication plans, all ready to ‘take people on a journey’ through the change. But do they really understand the pushback they’ll face? How much resistance are they prepared to accept? Change isn’t just about motivation and positive messaging – it’s about facing the tough challenges head-on. If you’re not ready to deal with people resisting or outright refusing to adapt, then you’re not ready for change.
Emma Martin, CFO at Edelman, said something that really stuck with me. “What kind of leader are you during change? Are you the one at the bottom of the mountain, pushing people up and rounding them up? Or are you dragging them from the top, kicking and screaming to the summit?” The truth is, you need to be both. Leadership in change management requires a delicate balance – part cheerleader, part enforcer, and sometimes, part therapist.
The Framework for Success: More Than Just a Good Idea
Successful change management isn’t just about having a good idea or even a strong communication plan. It’s about having a solid framework that supports the entire process. This includes a clear understanding of the consequences if things don’t go as planned and a robust system for measuring progress along the way. Agencies are often guilty of waiting until things are perfect before they start gathering data, but in reality, you need to be ironing out the kinks while you go.
What’s often overlooked is the importance of engaging the right stakeholders – not just the loudest voices or the most excited about the change, but those who have a deep understanding of the day-to-day operations. These are the people who will be instrumental in making the change stick, yet they’re often sidelined.
The Common Pitfalls: Bad Leaders, Wrong Teams
The biggest pitfall? Bad leadership. I’ve seen it time and again – leaders who are out of touch with the daily realities of their teams or who buy into the strategic vision without fully understanding the operational implications. Good leaders know the value of having the right team in place, a team that’s not only skilled across disciplines but also fully invested in the vision for the future.
And let’s not forget about resources. We’ve all been part of the business that pours everything into setting up for change but doesn’t invest in the follow-through. We assemble the right team, set up the necessary tools, and then…
The momentum fizzles out and the day job takes priority. Change isn’t a sprint; it’s a marathon, and you need to be prepared to see it through to the end.
Also Read: DDB Group Hong Kong promotes Adrian Tso to Chief Strategy Officer
Navigating Disruption: Keep Moving Forward
In times of disruption – and let’s face it, the industry is experiencing great volatility now – it’s crucial to keep addressing issues as they arise. Don’t let your team give up or revert to old habits. Pivot, adapt, and keep pushing forward. The moment you take your foot off the gas, you risk losing everything you’ve worked for.
It’s a tough reality, but if you don’t push through the hard parts, it’ll cost you more in the long run. Reality hits hard when you’re already swamped with your day job, but that’s the nature of the beast. Change management is a relentless process, and those who survive are the ones who can adapt without losing sight of their underlying strategy.
The Time to Act Is Now
The advertising industry is at a crossroads. We’re navigating uncharted waters with technology, shifting work environments, and increasingly complex client demands. How you manage that change will determine whether you sink or swim. If you’re not prepared to roll up your sleeves and do the work, don’t be surprised when your big ideas don’t get off the ground.
To effectively manage change, whether it’s a system implementation, process shift, or broader transformation, these five key strategies will help your agency transition run smoothly:
1. Clear Vision: Ensure that everyone in the agency is aligned with the vision and objectives of the change. This means clear communication from leadership, and making sure that every team member understands how the change aligns with the agency’s overall goals.
2. Engage All Voices: Involve a broad range of stakeholders in the change process, not just leadership or the most vocal employees. By democratising change, you ensure that diverse perspectives are considered and that those impacted by the change are part of the decision-making process.
3. Boost Motivation: Generate quick wins and address employee pain points early in the change process. By showing tangible benefits quickly, you can build momentum and keep employees motivated to see the change through to completion.
4. Upskill: Invest in training and capability development to empower your team with the skills and knowledge they need to thrive in the new environment.
5. Transition & Adoption: Focus on embedding the new processes, systems, or behaviours into the daily workflow so that the change becomes sustainable and ingrained in the company culture.
About Helen Johnson
Helen Johnson is the Managing Director and Partner at Tangram, an Australia-based agency specializing in transforming advertising and creative sectors. With over 20 years of experience in the industry, Helen has worked extensively with agencies across Asia Pacific, the Nordics, Europe, and the UK. She is known for her strategic insights and practical approach to change management, helping both independent agencies and large networks such as Dentsu, Ogilvy, DDBO, TBWA, The North Alliance, Edelman, and George P Johnson navigate complex transformations. Helen’s expertise lies in aligning leadership with operational realities, ensuring sustainable and effective change across organizations.
