Here are the notes to my GP1Mais1presentation they asked for details of my journey from Classically trained planner to chief strategy officer of R/GA...a little self indulgent but I hope some good conclusions for people to learn from

1. 1

2. Good
A'ernoon,
I
was
asked
to
give
a
presenta1on
about
me!
The
transi2on
from
classically
trained
planner
to
being
the
head
of
strategy
at
arguably
the
biggest
and
most
crea2ve
digital
agency
in
the
world.
As
for
Head
of
Strategy
at
R/GA
well
I’m
not
quite
sure
what
I’m
doing
there
but
all
I
know
is
it’s
one
of
the
most
interes1ng
and
exci1ng
gigs
i’ve
ever
had..
I
called
this
presenta2on
the
unplannable
journey…
2

3. It’s
a
journey
with
a
beginning
and
an
end.
While
I’ve
made
this
journey
feel
ra2onal
and
linear…it
never
felt
like
that
It
is
only
that
way
in
hind
sight.
I’m
not
one
of
those
5
year
planners.
I
never
had
a
plan.
I
s2ll
don’t
think
I
have
a
plan.
Maybe
it’s
because
I’m
not
a
philosopher
planner.
I’m
a
prac22oner.
I’ve
spent
my
career
working
on
real
projects,
in
the
trenches
doing
real
work
for
real
clients
and
this
is
what
interests
me.
Strategy
for
me
is
not
about
certainty
or
confidence.
It’s
not
even
about
ideas.
It’s
about
curiosity
-­‐
seeing
what
is
interes2ng
thinking
what
you
can
do
next.
3

4. So,
Here’s
what
I
want
to
share
with
you.
7
chapters,
7
different
stages.
All
of
them
important
to
understanding
how
I
got
to
where
I
am
today.
Not
necessarily
consistent
or
logical
…but
I’m
happy
with
that.
In
fact
I
think
consistency
is
much
over
rated.
It’s
bullshit
to
think
we
have
to
be
one
thing
all
the
2me.
That
we
can’t
be
mul2ple
things.
We
have
to
choose
between
ra2onal
and
emo2onal.
Between
logic
and
emo2on.
Between
analy2cal
and
crea2ve.
We’ll
i’ve
never
bought
into
that.
I
want
to
be
good
at
both
things.
I’m
both
a
dreamer
and
a
realist.
4

5. An
maybe
this
is
the
reason
for
that.
5

6. 6

7. This
is
me
and
my
iden2cal
twin
brother
on
holiday
in
England.
As
a
twin
I
became
very
comfortable
with
the
idea
of
seemingly
similar
things
being
totally
contradictory.
In
fact,
I’ve
always
been
good
at
holding
two
contradictory
ideas
in
my
head
at
the
same
2me.
A
trait
I
s2ll
have
and
s2ll
infuriates
those
around
me.
Actually,
as
an
aside
I
showed
this
picture
to
a
friend
of
mine
just
before
I
le'
for
Brazil
and
he
said…
…if
you
are
showing
that
in
Brazil
you
need
to
explain
2
things.
First
of
all,
that
that
the
thing
you
are
siZng
on
is
in
fact
a
beach,
not
a
garbage
heap
-­‐
they
won’t
recognize
it
as
such
in
Brazil
And
second,
in
1960’s
England,
that
is
what
people
wore
on
the
beach.
7

8. I
wanted
to
be
a
rock
star.
But
I
couldn’t
play
an
instrument
or
a
sing.
I
wouldn’t
be
deterred
so
I
taught
myself
the
technical,
geeky
side….programming
synthesizers,
drum
machines
and
ul2mately
the
mixing
desk.
(guess
that’s
where
the
love
of
technology
first
started)
This
is
where
I
worked
in
my
first
job..
I
got
my
first
break
working
in
the
CBS
studios
in
Whi`ield
street,
which
was
for
me
a
dream
come
true.
8

9. You
see,
It
was
the
early
80’s
and
I’d
grown
up
listening
to
the
clash.
This
was
the
exact
studio
where
much
of
London
Calling
was
recorded.
My
plan
was
to
be
in
the
studio
recording
The
Clash,
Adam
Ant,
new
wave
bands
of
the
early
80’s.
9

10. But
like
many
dreams
the
reality
was
very
different
.
This
is
the
band
I
ended
up
in
the
studio
with.
And
this
is
one
of
the
tracks
that
I
helped
them
record….
10

11. I
gave
up
on
that
dream
predy
quickly
having
learned
a
very
important
lesson.
11

12. Going
to
fast
forward
through
university
and
my
early
career.
Again
not
much
of
a
plan
but
discovering
new
opportuni2es
and
leaping
into
new
areas
as
I
discovered
them
Telemarketer,
through
copytes2ng
Qualita2ve
researcher
to
direct
marke2ng
Planner.
12

13. Which
is
really
where
this
story
starts
13

14. Although
I
don’t
really
think
of
myself
as
a
‘classical’
planner…but
I
have
come
to
acknowledge
that
this
is
how
a
lot
of
people
see
me.
14

15. Perhaps
because
of
my
training
at
Ogilvy.
Now,
although
I
ended
up
at
Ogilvy
in
New
York
I
originally
started
at
Ogilvy
and
mather
direct
marke2ng.
A
crazy
bunch
of
people
who
believed
that
Direct
marke2ng
could
be
as
crea2ve
and
strategic
as
their
adver2sing
counterparts.
They
were
probably
one
of
the
most
crea2ve
and
crea2vely
awarded
agencies
in
the
UK
at
that
2me…and
believed
that
planning
was
part
of
the
process
for
achieving
this
-­‐
I
was
spoiled.
They
pioneered
a
number
of
the
classic
marke2ng
methodologies
of
the
champion
and
challenger
-­‐
constantly
trying
to
beat
the
last
best
performing
idea.
As
part
of
the
Ogilvy
Loyalty
center
I
define
the
customer
ownership
cycle
and
the
rela2onship
cycle
which
later
became
Ogilvy’s
360
degree
branding.
This
was
the
classic
training
I
received.
But
more
than
the
theory,
it
was
the
people.
When
I
first
arrived
in
the
office
the
planner
before
me
had
just
moved
up
into
the
crea2ve
department.
He
is
s2ll
one
of
my
favorite
crea2ve
partners
15

16. Not
only
was
Rory
a
great
crea2ve.
He
was
an
unconven2onal
thinker.
He
taught
me
to
find
the
real
solu2ons
to
the
real
problems…not
the
apparent
solu2on
to
an
apparent
problem.
16

17. The
first
problem
I
was
handed
to
own
was
IBM.
Worked
with
them
for
6
years
both
in
London
and
later
in
NY.
Now,
you’ve
got
to
remember
at
this
2me
the
IBM
brand
was
in
the
toilet.
They
were
thought
of
as
the
mainframe
computer
company.
IBM
came
to
Ogilvy
they
were
seen
as
a
dinosaur
a
brand
of
the
past
and
the
brief
I
was
asked
to
work
on
was
the
brief
to
make
them
a
brand
of
the
future.
17

18. A
lot
has
been
said
about
the
campaign
we
created.
A
lot
has
been
said
in
hindsight
about
the
vision
by
people
who
were
not
there.
A
lot
of
people
have
touched
this
campaign
since
it’s
incep2on
but
let
me
just
correct
a
few
of
the
mispercep2ons
of
the
IBM
e-­‐business
campaign.
First,
this
lidle
guy,
the
red
e
was
scribbled
on
the
back
of
a
napkin
by
Peter
Wood,
an
art
director
at
Ogilvy
at
the
2me.
We
loved
it.
We
knew
it
could
be
a
symbol
of
this
shi'
that
was
happening
in
the
technology
business
and
while
we
hoped
it
might
one
day
catch
on,
we
had
no
idea
it
would
go
as
far
as
it
did.
The
e-­‐business
campaign
was
originally
conceived
as
a
small
business
campaign.
18

19. The
idea
of
e-­‐business
wasn’t
something
that
people
immediately
believed.
We
had
told
people
what
e-­‐business
was
but
no-­‐one
believed
it
was
real
so
we
created
the
e-­‐culture
campaign
to
show
that
companies
were
really
adop2ng
e-­‐
business.
We
took
this
campaign
into
the
different
industries
IBM
was
doing
most
of
it’s
work
in.
We
took
it
to
the
spor2ng
events
and
sponsorships,
including
the
olympics,
that
they
were
associated
with.
Then
got
a
brief
in
from
the
Global
Services
Division.
We
hadn’t
worked
out
how
this
idea
worked
for
people,
only
products.
We
realized
it
took
a
par2cular
type
of
person
to
be
willing
to
move
from
the
old
way
of
doing
business
to
the
new
way
of
doing
business
and
we
created
e-­‐people.
We
needed
news
around
the
new
products
that
IBM
was
launching.
E-­‐Tools
was
the
way
we
created
a
number
of
different
products
and
service
adver2sing
for
them
with
different
looks
and
feels
2ed
to
the
idea
of
e-­‐business.
It
wasn’t
un2l
I
pointed
out
to
one
of
our
crea2ve
directors
that
the
internet
was
not
made
up
of
wires
and
networks
but
actually
connected
of
servers,
mainframes
and
storage
that
we
we
understood
that
all
of
these
products
could
be
the
engines
of
e-­‐
business.
19

20. The
e-­‐business
story
has
been
told
a
million
2mes.
Ogilvy
had
a
big
idea
and
then
we
made
it.
But
honestly…that’s
not
how
it
was.
20

21. We
had
no
idea
how
big
it
could
be
or
whether
it
would
ever
get
there.
We
turned
up
every
day
to
a
new
problem
from
a
different
division
asking
to
be
part
of
e-­‐
business.
We
believed
in
the
idea
and
worked
hard
to
understand
the
problem
and
played
with
the
idea
to
see
how
it
could
be
used
to
solve
a
number
of
different
problems.
We
had
to
evolve
the
idea.
We
had
to
keep
building
on
the
idea
and
we
had
to
turn
this
idea
from
a
scribble
on
the
back
of
a
napkin
to
a
business
changing
idea.
21

22. A'er
3
years
of
doing
that…Where
do
you
go.
I
couldn’t
see
my
self
as
an
Ogilvy
Lifer.
(there
were
people
there
who’d
been
there
20
something
years).
That’s
right
for
some
people
but
it
wasn’t
for
me.
I’d
found
my
feet
in
New
York
by
now
and
I
wanted
to
expand
my
New
York
experience.
22

23. America
was
so
different
from
the
UK
both
in
terms
of
the
adver2sing
spend
and
the
focus
on
Television..
Big
produc2on
television.
This
was
something
new
to
me
and
I
wanted
to
understand
it.
I
wanted
to
get
into
the
soul
of
this
country
I
was
just
discovering.
There
was
only
one
place
to
go
23

24. BBDO
at
the
2me
was
s2ll
ruled
by
the
old
school
New
York
crea2ve
heads.
They
didn’t
have
planning
as
such
and
I
was
recruited
to
be
their
first
planning
director.
24

25. I
was
assigned
to
Frito
Lay
to
start
which
included
Doritos,
cheetos,
tos2tos,
any
chip
ending
in
the
leder
OS.
It
was
a
very
different
culture.
25

26. Both
Steve
Hayden
and
Chris
Wall
my
crea2ve
partners
on
IBM
had
come
from
BBDO
and
when
I
told
them
I
was
leaving
they
said
being
a
planner
at
BBDO
would
be
like
being
a
“Chris1an
missionary
in
Iraq”.
They
were
right…
It
was
the
culture
of
celebrity,
sports
teams
I’d
never
heard
of,
really
simple,
high
produc2on
spots
with
a
joke
or
visual
punch
line.
Every
briefing
I
had
would
have
10
to
20
teams
of
crea2ves.
Up
to
40
people.
A'er
which
the
execu2ve
crea2ve
director
would
say
“Now
ignore
everything
he
said
and
just
do
some
great
work”.
I
couldn’t
possibly
work
with
every
team
that
was
there…and
honestly
most
of
them
didn’t
want
me
there.
But
that
was
OK
with
me.
I
realized
that
not
everyone
in
the
room
would
be
producing
something
for
the
assignment
and
so
my
goal
became
only
work
with
the
people
who
wanted
to
work
with
me
and
do
everything
I
could
to
help
make
sure
that
their
ideas
were
the
ones
that
got
made.
This
was
a
totally
different
type
of
hard
work.
Hard
work
that
earns
the
right
to
sit
at
the
crea2ve
table.
Take
as
much
ownership
and
responsibility
for
of
the
crea2ve
26

27. I
fell
into
a
partnership
with
Donna
Weinheim
who
had
been
known
for
her
Where’s
the
beef
,
Lidle
Ceasars
“Pizza
Pizza”
and
Pepsi’s
boy
in
the
bodle
ad.
She
was
full
of
wonderfully
simple
visual
ideas
but
had
no
strategic
filter.
I
used
to
brief
her
one
day
and
the
next
day
she
would
have
87
TV
ideas…
82
of
them
were
terrible
but
there
were
one
or
two
Gems.
By
filtering
out
the
crap
I
helped
her
get
more
and
more
of
her
work
produced.
27

28. To
the
point
where
I
had
5
ads
in
the
superbowl
of
2002…including
this
one
for
Fedex.
28

29. In
this
crea2vely
compe22ve
environment…planning
became
the
compe22ve
advantage
Teams
that
didn’t
want
planning
started
asking
for
the
help
the
other
teams
were
geZng.
Slowly
we
increased
the
number
of
planners
we
had
in
the
department.
29

30. Perhaps
my
favorite
learning
experience
was
for
Doritos.
They’d
done
some
par2cularly
famous
work
around
the
bold
flavor
but
now
all
the
compe22on
were
copying
them
We
needed
to
take
the
category
to
a
new
place
30

31. I’d
done
a
fair
amount
of
work
with
teen
boys
by
that
point
and
I
had
the
insight
that
‘Dares’
from
their
contemporaries
were
what
really
mo2vated
them.
My
brief
was
that
boldness
alone
wasn’t
enough.
The
real
status
symbol
of
teen
boys
was
risk
and
daring
and
I
defined
the
task
as
bringing
daring
to
the
already
established
boldness
of
the
brand
Jerry
hated
the
brief.
He
said
it
had
two
ideas.
…boldness
and
daring.
I
argued
a
lot
that
neither
on
their
own
was
enough,
so
it
had
to
have
both.
A'er
playing
with
the
idea
he
came
round
to
the
idea
and
used
the
line
in
the
brief
as
the
endline…more
than
that
he
came
to
believe
the
brief
was
right.
We
created
this
work
called
“bold
and
daring”
as
a
story
board
and
the
client
hated
it.
They’d
never
seen
this
approach
and
it
was
unlike
anything
else
in
the
category.
…
also
it
was
really
hard
to
get
the
sense
of
it
from
the
storyboard.
It
was
unusual,
surprising
and
a
lidle
weird…perfect
for
teenage
boys
but
not
something
an
execu2ve
at
Frito
lay
would
like.
Jerry
and
I
were
figh2ng
for
the
work
but
no-­‐one
could
see
what
we
could
see.
In
stead
of
giving
up
we
decided
to
just
shoot
the
spots
really
cheaply.
We
found
a
director
who
agreed
to
do
it
for
about
$18,000
and
we
shot
three
ads.
This
is
one
of
them.
31

32. 32

33. Both
these
examples
from
BBDO
sort
of
led
to
the
same
conclusion
for
me.
We
assume
that
when
something
is
good,
beder
than
what
you
have,
that
other
people
will
see
it
and
embrace
it.
But
that’s
not
true.
33

34. Whether
it’s
planning
helping
make
beder
ads
or
a
campaign
that
breaks
the
exis2ng
mold
of
adver2sing,
most
people
can’t
see
it.
It
takes
a
special
team
of
people
to
band
together
and
do
whatever
it
takes
to
bring
that
idea
to
the
world.
34

35. 35

36. Which
sort
of
took
me
to
the
next
chapter.
I
realized
that
what
helped
people
appreciate
new
things
or
new
ideas
was
great
storytelling.
I
became
very
interested
in
stories
and
how
they
shaped
our
view
of
the
world,
the
things
around
us
and
the
communi2es
that
we
iden2fied
with.
In
order
to
pursue
this
way
of
thinking
I
had
to
leave
BBDO
and
joined
the
storytelling
agency
who’d
been
talking
about
storytelling
since
1916.
36

37. I
moved
to
JWT
and
ul2mately
became
the
co-­‐head
of
planning
in
their
flagship
New
York
office
37

38. I
worked
very
intensely
on
defining
storytelling
and
what
makes
a
good
story
and
ul2mately
boiled
it
down
to
4
truths
about
story
telling.
The
4
truths
were
audience,
teller
moment
and
mission.
Good
story
tellers
really
understand
the
audience
they
are
speaking
to.
To
be
believed
they
have
to
be
true
and
authen2c
to
who
they
are
so
we
need
to
spend
a
lot
of
2me
defining
who
the
brand
is
and
what
are
the
important
truths
that
make
the
message
credible.
Good
stories
are
not
always
successful.
The
reason
is
that
if
a
story
is
not
useful
or
valuable
for
the
moment
in
2me
that
they
are
told,
they
will
be
forgoden.
Great
stories
have
to
be
right
for
the
2mes,
the
culture,
the
context.
This
is
what
makes
a
good
story
resonate
within
a
community.
Finally,
the
Mission
was
the
interes2ng
one
(and
the
last
truth
I
added!)
because
it
forced
us
to
talk
to
clients
about
the
brands
reason
for
existence
beyond
selling
and
making
products
.
It
was
about
iden2fying
a
shared
mission
that
the
target
audience
would
also
believe
in.
38

39. Although
I
did
a
lot
of
great
work
at
JWT
that
was
great
story
telling
there
is
one
campaign
that
broke
the
mold
and
really
got
me
thinking.
What
was
different
about
this
work
was
that
it
didn’t
try
to
tell
a
story…it
tried
to
get
people
to
do
something.
We
had
already
established
the
concept
that
HSBC
valued
differences
in
a
previous
campaign
but
the
problem
was
that
people
didn’t
think
of
themselves
as
different.
The
answer
we
came
up
with
was
to
create
something
in
adver2sing
that
would
s2mulate
them
to
think
of
how
they
were
different.
Get
them
to
par2cipate
in
the
idea
of
differences.
To
look
at
the
ad
and
decide
what
their
point
of
view
was
on
a
par2cular
topic.
By
forcing
them
to
take
sides
we
hoped
they
would
then
understand
that
they
are
‘different
people’
that
HSBC
wanted
to
serve.
39

40. This
is
one
of
my
favorites
from
the
campaign
but
there
was
print,
online,
outdoor
and
everything
as
part
of
this
body
of
work…and
it
too
ran
all
over
the
world.
40

41. In
fact
this
started
a
whole
body
of
work
at
JWT
that
were
brand
ac2ons.
People
today
have
more
informa2on
and
are
more
able
to
find
out
what
is
really
happening
at
a
company
or
organiza2on.
They
no
longer
have
to
rely
on
the
messages
that
a
company
puts
out
into
the
world.
As
a
result
I
believe
that
people
judge
brands
less
on
what
they
say
and
more
on
what
they
do.
Adver2sing
and
marke2ng
is
not
just
a
way
of
messaging
for
a
brand
it
is
an
ac2on
of
the
brand.
It
is
a
behavior
of
an
organiza2on
and
will
be
judged
as
such.
If
we
want
to
change
percep2ons
of
a
brand
then
we
have
to
change
more
than
what
they
say.
We
need
to
try
to
change
how
they
act
as
an
organiza2on…
this
is
what
will
change
how
people
think
about
a
brand.
41

42. 42

43. For
many
years
Debeers
ran
an
print
ad
with
a
picture
of
a
dead
rose
and
a
diamond
ring.
It
was
exactly
the
same
idea,
just
expressed
differently,
in
a
different
medium.
The
choice
of
how
we
execute
the
idea
is
equally
strategic
to
the
idea
itself.
As
a
strategist
I
realized
I
couldn’t
leave
that
to
someone
else.
Strategy
is
both
the
idea
and
the
execu1on.
43

44. The
focus
on
ac2on
and
crea2ng
events
and
ac2vi2es
that
force
interac2on
revealed
to
me
a
problem
with
only
focusing
on
stories.
Stories
live
in
people’s
heads.
What
we’d
started
doing
was
crea2ng
experiences,
interac2ons
that
lived
in
the
real
world.
We
could
create
things
that
changed
the
experience
of
the
brand
and
by
defini2on
the
reality
of
doing
business
with
the
brand.
If
we
could
do
this
we
could
change
the
the
interac2ons,
the
transac2ons,
the
products
and
services
that
a
brand
creates
to
build
it’s
rela2onships.
Stories
weren’t
enough…there
was
more.
44

45. Which
led
me
to
where
I
am
today
45

46. I’m
excited
about
making
stuff.
Real
stuff.
(I
realized
that
adver2sing
agencies
don’t
really
make
stuff..
They
spend
the
majority
of
their
2me
thinking
about
what
to
make
and
thinking
about
how
it
should
be
made
but
they
don’t
actually
make
much.
The
making
is
outsourced
to
other
companies,
other
directors
and
photographers
and
web
shops
who
actually
make
things).
I
wanted
to
go
somewhere
to
be
in
a
making
culture
and
that
was
what
adracted
me
to
R/GA
46

47. R/GA
started
as
a
produc2on
shop
47

48. 48

49. Balance
of
two
different
cultures
that
have
grown
up
together
–
Crea2ve
and
produc2on:
Shouldn’t
really
exist
in
the
same
building
there
is
a
very
strong
tension
–
producers
just
want
projects
to
run
smoothly
and
keep
the
project
the
same
from
beginning
to
end.
Crea2ve
minds
on
the
other
hand
get
bored
and
never
rest
un2l
it
is
perfect.
If
they
had
their
way
they
would
keep
changing
it
un2l
it
was
too
late.
When
I
arrived
we
were
adding
a
new
culture
to
this
mix.
Building
the
strategic
side
of
the
business.
Bob
Greenberg
felt
he
needed
strategy
because
although
R/GA
had
fantas2c
crea2ve
produc2on
as
digital
exploded
and
R/GA’s
rela2onship
spread
up
to
the
CMO
and
CEO
they
were
increasingly
realizing
that
there
was
more
to
digital
than
just
marke2ng…digital
was
effec2ng
everything
that
businesses
were
doing
from
sales
channels
to
product
development,
service
development,
distribu2on
of
content
and
informa2on…
Clients
started
asking
R/GA
for
what
they
should
be
doing
and
neither
the
crea2ve
nor
the
technology
people
were
in
a
good
posi2on
to
answer.
Strategy
has
been
a
very
important
part
of
R/GA’s
growth
not
just
in
number
of
projects
for
clients
but
also
the
breadth
and
depth
of
engagements
within
the
clients
business
49

50. We
are
expanding
globally
50

51. We
have
a
very
simple
model
that
allows
for
thinking
and
making
at
every
stage
of
the
process.
Even
in
our
discovery
process
we
are
building
things,
tes2ng
things
out
to
see
how
people
respond
to
them.
In
the
crea2ve
prices
we
imagine
but
we
also
prototype.
Finally
the
launch
of
our
ideas
is
just
the
start.
Once
live
we
constantly
changing
and
improving
our
ideas
based
on
real
data
and
real
informa2on
on
what
people
use
and
find
valuable.
This
has
really
fostered
a
new
type
of
strategic
thinking
for
me
which
is
much
less
‘big
upfront
thinking’
and
is
much
more
incremental
and
itera2ve
ideas.
More
like
the
champion
and
challenger
of
Ogilvy
direct
marke2ng
.
Ideas
like
IBM
that
you
work
on.
Ideas
like
JWT
that
you
experiment
with
to
make
them
as
interes2ng
as
you
can.
51

52. Fundamental
to
this
ACTIVE
LEARNING
-­‐
we
have
to
work
hard
to
ensure
we
are
learning
faster
than
the
pace
of
change.
This
is
the
equa2on
we
use
at
RGA…learning
has
to
be
greater
or
equal
to
the
pace
of
change.
If
our
learning
and
our
experimenta2on
isn’t
ahead
of
the
technology
curve
then
we
know
we
and
our
clients
risk
obsolescence.
As
planners
our
goal
is
to
stay
ahead
of
the
curve.
We
do
this
with
all
our
projects…constantly
evolving
and
constantly
itera2ng.
52

53. Nike
+
the
project
we
are
most
known
for
is
very
different
in
technology
terms
to
the
technology
that
it
started
with.
The
idea
has
grown
and
built
but
fundamentally
our
original
idea
is
s2ll
as
vibrant
and
exci2ng
as
it’s
ever
been
53

54. 54

55. So
far
I
think
the
aspect
of
planning
at
R/GA
that
excites
me
the
most
is
that
most
of
what
we
do
has
never
been
done
before
and
that
demands
of
planners
and
strategists
a
slightly
different
skill.
What
planners
tend
to
do
is
find
things
and
share
them
with
other
people
and
inspire
them
to
do
something
interes2ng.
Whether
that’s
a
trend
or
a
data
point
or
a
fact
about
the
brand…Invariably
we
are
finding
things
that
already
exist.
That
someone
else
created.
55

56. What
I
require
of
planners
these
days
is
more
than
this.
Not
to
focus
on
what
is,
but
to
focus
on
what
could
be.
To
believe
in
something
that
you
can
only
imagine
and
then
work
with
other
people,
technologists
and
crea2ves
to
make
it
real.
-­‐
Whether
that’s
an
tool,
an
app,
an
event,
an
experience,
a
new
way
of
doing
business
or
a
new
consumer
behavior.
We
can
change
the
world
and
we
can
work
hard
and
surround
ourselves
with
others
who
are
also
willing
to
believe,
and
make
that
thing
that
thing
happen.
And
even
if
you
fail..
It’s
a
much
more
valuable
learning
experience
than
doing
things
that
have
fundamentally
been
done
a
million
2mes
before.
56

57. 57

58. Now
to
do
that
you
need
a
totally
different
group
of
people
and
that’s
some
of
what
I’m
doing
at
R/GA
58

59. This
approach
demands
an
understanding
of
a
wide
variety
of
inputs
–
business
data,
category
understanding,
opportunity
analysis,
product
and
service
development,
sales
channels
as
well
as
research,
ethnography,
not
just
research
and
insights
59

60. It
demands
an
understanding
of
a
huge
variety
of
different
types
of
output
from
marke2ng
and
messaging,
products,
services,
experiences,
events,
internal
communica2ons,
design,
retail,
mobile,
social,
apps,
content
produc2on.
60

61. To
do
this
we
need
a
very
different
group
of
planners
and
I
believe
we
are
building
one
of
the
most
diverse
strategy
groups
in
the
world.
61

62. And
with
these
people
it’s
not
about
puZng
them
together
the
same
way
and
the
same
structure
for
every
problem
It’s
about
puZng
unusual
and
unexpected
combina2ons
of
people
together
and
seeing
what
happens
62

63. This
was
true
when
Jay
chiat
said
it
and
the
agencies
were
made
up
primarily
of
art
directors
and
copy
writers
and
account
people
and
the
output
and
talent
were
very
very
similar.
Agencies
get
bad
when
they
are
trying
to
scale
doing
the
same
thing
over
and
over
again.
63

64. But
when
you
are
diverse
in
talent
and
output
your
size
is
not
your
enemy,
it’s
your
friend.
As
bob
said.
64

65. 65

66. Finally
I
want
to
share
some
last
minute
things
that
I
am
thinking
about
and
that
I
currently
find
interes2ng…
Who
knows
where
these
will
end
up.
66

67. The first is how brands build themselves.
I don’t need to tell you that most brands build themselves around creating
products or services and selling them to consumers
67

68. And, in order to grow, Most businesses extend their portfolio to create
additional products and services
68

69. Best example is Coke which started as a single product but as they grew
69

70. But it grew to become the company we see today by adding Sprite, Diet Coke,
Minute Maid, Dasani, and many more brands to the portfolio. Today, Coca-
Cola sells over 500 brands of beverages across 3,500 individual products, in
over 200 countries, selling 1.7 billion drinks per day.
And the story of Coke is not terribly different from the story of P&G, or Toyota,
or Citibank. Every one of these companies started out with a single product or
service, eventually expanding in this horizontal fashion to meet the needs of
more and more consumers, growing ever larger along the way.
70

71. But, when every brand in every category is growing in the same way, the result
is proliferation of choice, commoditization, price wars and ultimately a hyper
competitive market where growth for everyone is impossible
71

72. What we are seeing, especially with new technology brands but also with
some other non-tech brand is a new business strategy.
72

73. It’s about creating connections between things that provide incremental value
to consumers. So rather than finding new consumers to sell a variation of
your product or service you identify additional products and services that can
be sold to the same customer. And with each new product or service you
enhance or deepen the brand relationship
73

74. Each new piece creates an additional node in the value ecosystem, further
driving up value for consumers.
What constitutes an ecosystem of value?
Each node is also a potential new entry point for new consumers, as you will
see in a minute.
74

75. We are calling this functional integration. In this meeting GP 1Mais1 today we
saw a fantastic example of this from Pablo Capile of Circuito For a do Eixo
75

76. The text book case study of Functional Integration is Apple.
Yes I know you’re fed up with examples of Apple. But I’m not talking about
Apple as a marketer.. I’m talking about the business model that Apple is using
to grow as a brand. I am talking about one of the fastest growing brands and
businesses in the world and they are doing it like no other brand has ever
grown before. It’s boring to talk about apple all the time but when mass
manufacturing was invented by Ford at the beginning of the industrial age,
everyone looked to Ford and learned from Ford because they were the first
business to create products for mass audiences and invented new ways to
make products and distribute products. They invented the idea of factories,
mass consumption, mass distribution and mass marketing. Apple is doing
the same for the 21st century. It will be the text book case of the future and not
just for advertising and marketing
76

77. In 2000, Apple released OS X. Soon after its release, each new Macintosh
came with a free copy of a new software program called iTunes, enabling you
to manage a digital music library. The ad campaign at the time had the
headline “Rip. Mix. Burn.” Wired Magazine took this to mean what
technologies like iTunes would eventually do to the music industry.
77

78. 78

79. About 11 months after the introduction of iTunes, Apple introduced the next
node in its functionally-integrated ecosystem: iPod. The interconnection
between products and services was beginning to become more apparent.
79

80. From the ipod it made perfect sense to move into the phone business, then
the apps business with the app store. Then the data storage business with
cloud computing to the point where apple has so many different businesses
that it is truly impossible to know what business they are in.
What they have is an ecosystem of different products that add incrementally to
the relationship that people have with the brand. Coke does not have this.
P&G does not have this, Unilever does not have this. Very few companies
have this. Most product manufactures do not have this. The more apple
products you use the more value you get. Because all their products are
connected there is a very good reason to use all apple products. They work
together so well. You would be foolish to use a different phone, a different
cloud storage service if you have just one of the other pieces of the
ecosystem.
With Coke, P&G, Unilever there is no advantage to drinking both coke and diet
coke. These is no advantage using Tide washing powder and Crest
toothpaste or Old Spice and Head and Shoulders. These are different
products for different people. There is no connection and no incremental
value.
80

81. Apple
is
not
the
only
brand
prac2cing
func2onal
integra2on.
Google
is
doing
it
too.
81

82. Google
has
built
a
similarly
integrated
ecosystem
of
value
that
spans
email,
blogging,
digital
video,
documents,
mobile
opera2ng
systems.
And,
a
month
ago,
we
helped
Google
create
a
new
node
in
its
ecosystem
of
value
with
the
launch
of
Google
Wallet..
82

83. Take
BMW,
for
example.
Certainly
not
a
technology
company
in
the
classic
sense.
83

84. But
look
at
its
press
releases
over
the
past
12
months.
BMW
has
announced
one
func2onally-­‐integrated
idea
a'er
another.
84

85. But the strategy of the world’s most valuable brands like Apple and Google,
the new name of the game is Functional Integration. If we are going to
continue to be the growth partners of our clients, we’re going to need to
evolve.
85

86. So
what
I’m
interested
in
making
these
days
is
not
just
experiences
and
marke2ng
but
working
with
clients
to
help
them
define
how
they
will
grow
in
a
connected
and
digital
age.
Help
them
build
new
products
and
services,
now
sales
channels
and
new
tools
for
building
beder
more
func2onally
integrated
revenue
models
86

87. I’m
really
interested
in
making
service
layers
that
connect
the
physical
products
of
brands.
Digital
service,
digital
pla`orms,
digital
systems
that
service
layers
on
top
of
products
that
create
this
func2onal
integra2on.
We
need
to
think
of
brands
not
as
stand
alone
objects
but
part
of
a
system.
Thinking
of
a
brand
as
a
system
is
important
in
the
digital
age.
Each
touch
point
has
to
have
it’s
own
reason
for
being,
it’s
own
usefulness
and
value
but
if
it
is
connected
to
a
bigger
system
that
whole
system
has
to
work
towards
some
other
bigger
goal.
It’s
like
the
mission
I
talked
about
in
the
storytelling
chapter
but
it
is
more
profound
than
that.
Brands
need
a
purpose
above
and
beyond
the
products
they
sell
that
people
share.
This
purpose
is
what
we
believe
defines
the
brands
strategic
vision
and
their
product
and
service
innova2on.
As
such
strategy
and
innova2on
are
indis2nguishable
from
each
other.
87

88. As
this
connected
system
grows
then
so
does
the
data.
The
interes2ng
aspect
of
data
for
me
today
is
not
what
data
exists
or
how
we
collect
it
and
analyze
it.
Everything
we
create
in
the
digital
age
generates
data.
We
can
create
any
data
we
need.
We
can
build
things
that
generate
the
most
valuable
and
useful
data.
A
lot
of
the
best,
most
interes2ng
conversa2ons
we’re
having
with
clients
is
not
what
data
they
have
but
what
data
do
they
need
to
have
compe22ve
advantage
and
then
how
do
we
create
the
system
that
can
generate
that
data.
88

89. Finally,
crea2ng
impact.
Making
a
difference,
not
just
in
the
percep2ons
and
minds
of
people
but
also
making
an
impact
in
the
real
world.
Crea2ng
new
behaviors
for
businesses,
crea2ng
new
behaviors
in
our
consumers.
Crea2ng
new
habits,
new
experiences,
new
products.
When
strategists
get
out
of
the
world
of
marke2ng,
the
skills
they
have.
The
skills
we
are
all
developing
are
very
valued
in
a
lot
of
different
businesses
and
organiza2ons.
It
is
my
work
on
behavior
change
that
has
opened
doors
to
the
UN
Malaria
net
distribu2on
program
in
Nigeria.
It
is
the
work
in
story
telling
and
ac2ons
not
messages
that
opened
the
door
to
me
working
with
the
US
Marines
War
College
to
advise
senior
leaders
of
all
5
armed
forces
on
strategy.
It
is
this
experience
that
has
me
working
with
Start
ups,
Venture
Capitalists,
Harvard
University
and
many
not
for
profit
and
social
enterprise
organiza2ons
like
Acumen
Fund.
It’s
not
just
marketers
that
want
our
exper2se.
This
experience
has
made
me
realize
that
what
we
do
in
our
business
has
great
value
outside
the
industry
but
only
if
we
keep
inven2ng,
keep
pioneering
and
keep
our
industry
at
the
forefront
of
this
digital
shi'
we
are
all
experiencing.
89

90. 90

91. 91

92. 92

93. 93