By Sarah Ivey, Published in Strategy Online, November 28 2018.
The skills to pay the bills
When I ran a global study onthe millennial generation in 2014, one of the biggest findings was that this generation learned the hard way to value skills over job title. The reality was the careers they were training for didn’t exist by the time they left school.
You could argue that ad agencies are among the most extreme in terms of these whiplash changes in skill set and talent. It’s safe to say that between massive structural changes and the advent of artificial intelligence, no one’s job will be the same in three years. Maybe two.
Stay in your lane
Are we entering a world of increasing fragmentation and specialization, or are we actually embarking on a large-scale effort at re-integration?
Unprecedented pressure is on marketers to find the best tool in the toolbox, leading to the rise of project work, rosters, in-house agencies, and consultancies. The irony is that this approach splinters the responsibility for a holistic brand experience across many players. From an individual agency basis, it puts far more pressure on each agency to see the problem as a whole. From the marketer’s perspective, although it’s significantly more complex to manage, it’s a talent godsend. They’ve got a whole host of brilliant brains who are all working on their business. It’s classic portfolio theory. The more bets, the more chances you have of getting it right. That’s part of the reason why you see the rise (again) of ideas-only agencies, who specialize in inspiration but not execution.
Specialist ninja or MMA master?