1 / 53

DEPLOYING TECHNOLOGY FOR A GLOBAL COMPANY: INNOVATION AND CHANGE MANAGEMENT

DEPLOYING TECHNOLOGY FOR A GLOBAL COMPANY: INNOVATION AND CHANGE MANAGEMENT. June 2007 St. Petersburg. Jamie McLellan. Ogilvy & Mather Regional CIO for Europe Africa Middle East. On. Global Marketing Services Company. Global Reach 2007.

mickey
Download Presentation

DEPLOYING TECHNOLOGY FOR A GLOBAL COMPANY: INNOVATION AND CHANGE MANAGEMENT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. DEPLOYING TECHNOLOGY FOR A GLOBAL COMPANY: INNOVATION AND CHANGE MANAGEMENT June 2007 St. Petersburg

  2. Jamie McLellan Ogilvy & Mather Regional CIO for Europe Africa Middle East

  3. On Global Marketing Services Company

  4. Global Reach 2007 The Ogilvy Worldwide network includes 497 offices in 125 countries with 15,000+ employees working in over 50 languages. 59 offices3 countries 254 offices83 countries 129 offices19 countries 129 offices19 countries 55 offices20 countries

  5. Client Since American Express 1962 BP 1999 Cisco Systems 2002 Coca-Cola 2001 DHL 2003 DuPont 2003 Ford Motor Co. 1975 Gillette 2002 GlaxoSmithKline 1983 IBM 1994 Global Partnerships Client Since Kimberly-Clark 1978 Kodak 1995 Kraft 1958 Lenovo 2005 Mattel 1959 Morgan Stanley 2005 Nestlé 1956 SAP 1999 Unilever 1954 Yahoo! 2004

  6. RetailPromotion One-to-One Communication Consumer Promotion Database Consultancy Public Relations Brand Identity Interactive Brand Advertising Consumer Education Employee Comms Building the Brand Through 360 Degree Brand StewardshipSM

  7. Disciplined Methodology

  8. The Simple Version

  9. Real Agenda • Global Challenge at OgilvyIT • Driving Innovation • Results

  10. Global Challenge Needs & Wants Expectations Affordability Compatibility

  11. Global Challenge Evolutionary Not Revolutionary Not Lowest Common Denominator

  12. Global Challenge Diplomat Politician Governor Banker Psychiatrist Fortune Teller

  13. Global Challenge ‘to be all things to all men’ Being Regional, Being Local Visible Agenda Not Invented Here

  14. Global Challenge for IT Ogilvy is an Ideas Company Ogilvy wants to Innovate Ogilvy is highly entrepreneurial

  15. Global Challenge Adapt

  16. Need to Adapt is Driving Innovation • Demand Generation • Clients, People, Competitors • Consumerism • Blogs, Wikis, Widgets, Chat, Mobility, Openness • Evolution • Digital Market, Flat World, Always On

  17. OgilvyIT on Innovation

  18. Gartners ‘Cool IT Vendors’ 2007 • Innovative • they enable users to do things they couldn't do before • Impactful • they have or will have business impact. It's not just "technology for the sake of technology." • Intriguing • they have caught our interest or curiosity in the past six months or so

  19. How to profit from technology Theoretical • Michael Porter wrote, "Firms will not ultimately succeed unless they base their strategies on improvement and innovation, a willingness to compete and a realistic understanding of their national environment and how to improve it." Intangible • It is a message largely ignored by CIOs and accountants. IT professionals have failed to produce a standard, recognised and widely applied system to measure and account for the value of intangible assets such as knowledge, know-how, innovation and competitiveness.

  20. Oakley Mark Lacter, Chief Mad Scientist

  21. Driving Innovation at Ogilvy • Our DNA • Our Culture

  22. Driving Innovation at Ogilvy “Encourage innovation. Change is our lifeblood. Stagnation our death knell."

  23. Driving Innovation • Demand Generation • Clients, People, Performance • Consumerism • Gadgets, P2P, Churn • Evolution • Digital Market, Flat, Always On

  24. Innovation Capacity • CEO’s should focus on what Forrester describes as innovation capacity: • The potential for the IT function to support new products, processes and opportunities • Successful companies will grow their IT innovation capacity by focusing on how IT is sponsored, operated, and governed

  25. Driving Innovations • Dialogue & Understanding • Effective • Efficient • Enhancers • Knowledge & Wisdom • Competitive Edge • Value Reference • Facilitates Change

  26. Vehicle SOA Web Services

  27. Being Innovative Silk Purse out of a Sows Ear

  28. Driver Patchwork

  29. Vehicle

  30. Where we are Innovative • Productivity

  31. CMD

  32. Where we are Innovative • Productivity • Collaboration

  33. Brandplace

  34. Where we are Innovative • Productivity • Collaboration • Digital Asset Management

  35. Webnative

  36. Where we are Innovative • Productivity • Collaboration • Digital Asset Management • Security

  37. Where we are Innovative • Productivity • Collaboration • Digital Asset Management • Security • Promotion

  38. Where we are Innovative • Productivity • Collaboration • Digital Asset Management • Security • Promotion • Client Solutions

  39. Innovative Inter-Connected Integrated Fore Aft

  40. Innovative but Objective Productivity Availability Assured

More Related