Complete Publicis Case
CASE STUDY
PUBLICIS GROUPE 2009:
TOWARD A DIGITAL TRANSFORMATION
BY: GENERATION D
I. Executive Summary
Publicis Group has always been one of the leaders in the advertising and communications sector, they have managed to remain competitive by anticipating in the environmental changes and trends and by trying to transform every threat to an opportunity, nevertheless their mission is to remain “a world leader in sustainable value creation though imaginative ideas and connections.” Drastic changes in technology and economy happened the last decade, forced them to restructure their business model. The primary goal was to upgrade their digital skills to provide integrated services and solutions by using both new technologies and traditional media effectively and secondly, to expand their operations. Growth was managed by acquiring external small agencies throughout the world in order to create a global network, while they used Digitas contracted in a deal as the vehicle for the transformation and growth strategy into the digital realm.
Many challenge arose, since an ‘’empire’’ of agencies were proven difficult to preserve. Managing corporate culture of the newly acquired business may proven to be the most difficult task and result in a failure of even the most well devised strategy and plan. The success of the whole project relied mostly in the cooperation of the units and the management team spirit. So far, Levy was driving every single merge and strategy of the company and had created a sense of family between the sister companies and employees. The leadership role had now to shift, as the Vivaki project should play this role in the future. After careful evaluations, the new project had thought to bring potentials to understake such a task and role in this timely consideration. However, there are still major risk indicators for afore mentioned strategies.
The main problem still persisted in keeping up with the role of being a leader
PUBLICIS GROUPE 2009:
TOWARD A DIGITAL TRANSFORMATION
BY: GENERATION D
I. Executive Summary
Publicis Group has always been one of the leaders in the advertising and communications sector, they have managed to remain competitive by anticipating in the environmental changes and trends and by trying to transform every threat to an opportunity, nevertheless their mission is to remain “a world leader in sustainable value creation though imaginative ideas and connections.” Drastic changes in technology and economy happened the last decade, forced them to restructure their business model. The primary goal was to upgrade their digital skills to provide integrated services and solutions by using both new technologies and traditional media effectively and secondly, to expand their operations. Growth was managed by acquiring external small agencies throughout the world in order to create a global network, while they used Digitas contracted in a deal as the vehicle for the transformation and growth strategy into the digital realm.
Many challenge arose, since an ‘’empire’’ of agencies were proven difficult to preserve. Managing corporate culture of the newly acquired business may proven to be the most difficult task and result in a failure of even the most well devised strategy and plan. The success of the whole project relied mostly in the cooperation of the units and the management team spirit. So far, Levy was driving every single merge and strategy of the company and had created a sense of family between the sister companies and employees. The leadership role had now to shift, as the Vivaki project should play this role in the future. After careful evaluations, the new project had thought to bring potentials to understake such a task and role in this timely consideration. However, there are still major risk indicators for afore mentioned strategies.
The main problem still persisted in keeping up with the role of being a leader