Sometimes it”s good to be ancient. You get to know a lot of people and sometimes have access to them.

I have been talking now to around 10 major decision makers in the marketing/communications field about their vision on the shape of the agency of the future. Thanks to everyone I”ve already met. More discussions to follow.

Here is small recap on what has been discussed, please note that these topics are nothing new – not re-inventing the wheel here:

Agencies cannot rely on the traditional copy/ad model of working too much longer.

Since the fragmentation means that we have millions of possible channels to choose from and if communications design changes from creating ”small miracles” (Markku Rönkkö) to longer term narratives the core creative output has to allow that. Opinions vary from planners coming to the forefront that fun a network of specialist creatives to strategist/conceptualist hybrids forming the team of the future.

Lot has been said about our industry where the – basically handcraft based – know-how of our creatives is losing relevance. There is always a better illustrator/layout artist one connection away, and sometimes the words needed have to be stylistically very different from ad speak. Sometimes, dramaturgy is more important than scriptwriting.

This seems to be one of the issues that almost all people are thinking about, how to make the agency”s product more versatile and relevant in the myriad situations it オンライン カジノ might be needed in.

The next wave of talent isn”t interested in working at agencies anymore.

There are a large amount of young talented people that see alternatives to the traditional agency career path. They either possess specialist skills that they want to develop, or they just like to work at a more leisurely pace – reasons vary but the conclusion remains that agencies have been losing pull to attract the best talent.

If the agencies wish to remain relevant this conundrum needs to be solved in some fashion, either by creating workable virtual teams or by fixing something that is wrong within the agency structure. There also are a lot of people that still wish to work at the agencies, but the trend is clear that their appeal has diminished in recent years.

Change management should be an offering.

Everything changes all the time at a rapid pace, and so if the client”s wish to become reactive instead of pre-planned they need help in doing so. Ideas are the core offering but allowing idea delivery is as important if the client”s organization is built on buying traditional advertising. This is different from the traditional project management side of things, it usually needs deep insight on the client”s reality and even possible staffing/body leasing solutions.

Here is just a few topics covered, more to follow and I am looking to publish the results of the interviews in some narrative form when they are all concluded.

Petri Lattu