case analysis of Charlotte Beers at Ogilvy and the Mather

case analysis of Charlotte Beers at Ogilvy and the Mather

Introduction

Charlotte Beer becomes Mather’s and Ogilvy’s first outsider CEO after being appointed by the WPP Group Plc. in 1991. In accordance with her memo, which dated Mya 19^th, Charlotte’s main objection was for the reinvention of the mega-agency, whose complacency and inertia had to abide by the company’s competitiveness since the 1980s? The key drivers for the changer which Ogilvy was confronted with were the external driver for changing strategy, plans in addition to operation. Additionally, Ogilvy was confronted with key drivers of Change like Change of agents of the organization, the lead users as well as market researches and critics when Beer got appointed as a new CEO. The main aim she was aiming at was the initiation and institution of organizations’ changes at the core levels.

Part 1

Leadership analysis

Functional organizational framework

In the case analysis of Charlotte Beers at Ogilvy and the Mather worldwide, there are different strengths of the leadership process adopted and the actions which are manifested in the case. Based on the functional organizational framework, in the case, all the employees and departmental managers where fully skilled since they had experienced in the same fields of the business.

Further, the leadership process ensured that all the roles and responsibilities of the involved staff were specified to avoid duplication of work. Also, through the functional organizational framework, reporting hierarchy was well defined, and employees were not demanded to report to different managers. They ere only supposed to report to their functional managers; hence communication was never an issue with other managers in Charlotte Beer’s case. Additionally, through leadership analysis of the case, the career paths were obvious in addition to employees being motivated to advance their careers. This encouraged employees to proceed with confidence while making a minimal amount of mistakes. The relationship established ion the organization, in this case, showed that there was a sense of job security, which encouraged the employees to not moving to other firms. Another strength of the actions in the case is that there were secure communication and corporations with all the world groups.

Divisional organizational framework

In Charlotte’s organizational leadership process, actions, and relations, different strengths help in the running of the organization effectively. The divisional organizational structure entailed extensive delegation of authority. It meant that performance for every division was measured directly. Charlotte was accountable for sales and profits for organizational divisions. Another strength is that the division managers in the firm performed better and had high employee morale. The relationship and actions in the case analyses of Charlotte’s leadership are that it was more efficient and effective in the coordination of activities in divisions as well as having great flexibility of responding to any changes that happened in the market. Evaluation from the division organizational framework view, Charlotte’s leadership allowed for more natural ways of implementing business strategies and enabled then to give particular emphasis on products where demanded. Other strengths of the leadership process, relationships, and actions are that it was appropriate since there were divisions of the organization that performed the same functions but were located in different regions aiming at different markets.

There are certain things that Charlotte did so well, which were her leadership styles, which were full of energy and left. Most importantly, she had the power of inspiring others, which made her an influential leader. Additionally, she is acknowledged to have instigated essential changes for the company in addition to trying her best to implementing the concepts of brand stewardship throughout her organization. That’s why Charlotte’s leadership of highly effective in helping any company in regaining its presence in the market with a short time. Further, she assisted in the development of the emerging notion of brand stewardship since she believed that for any company to be successful, there was a need for auditing the brands. She encouraged that asking the right questions would have uncovered emotional subtleties and nuances where brands lived. Other things that she did best were spreading the message for brand stewardship in the agency, which was a slow but arduous process. Charlotte acknowledged that the maintenance of flexibility was vital. Even though Beer’s apartment into the agency creased some apprehension because it did not originate from Ogilvy bit, her leadership style highly impressed Ogilvy insiders.

The main actors were Charlotte Beers, who was the CEO and served as a chairman of Ogilvy and Mather Worldwide. She was the first outsider to have led the firm. Other actors were the senior team, which worked such restlessness with Charlotte Beer in spreading the message of Brand Stewardship in all the agency. Some executives made observations and concluded that the most significant issue originated from insufficient communication. Additionally, the followers in the process majorly helped in implementing the assigned roles by the management. Through observations and clear anlyisation of the situation, they helped find what the main problem in the organization was. There was a success in the processes of the organization, which they termed as thirsty for Change. The selected people in the case study agreed on the importance of Change. They used to hold meetings that heated brainstorming of new ideas for Change. Charlotte worked so hard to spread the message of brand stewardship in the organization. Even though the process was slow and arduous, it has not successfully seeped in the everyday practice because only a few of the O and M team fully understood the concepts. The change process was a success even though there were issues in communication which the senior team and Beers failed in addressing how exactly to achieve detailed brand stewardship for everyone to assist in understanding the ways of practice in daily processes.

Part II