BETA Management

I was a bit in doubt wether the headline should be: Management of BETA or Management in BETA. Maybe it's the same.

The management challenge is that we (Advance and the industry) have moved from a more predictable proces and out-put with a final deadline (we drop dead just after crossing the line). But the fact that the processes are changing, the competencies needed are different and the idea of a deadline is changing, the entire ball game and thereby the management issues are changing. From a creative point of view that probably sounds great, but I believe the best creative ideas are created in some kind of proces. And if the old model doesn't work, what is the new one?

The IT metaphor of always being in BETA has the implication, that we create something and try it out live with-out knowing exactly if it works. Our clients are extremely focused on ROMI and almost want proof of things working before they go live. This truly represent a challenge. The solution could be that with a BETA approach you can actually guarantee a ROMI because you adjust the solution until it works. In the old model we hope that the solution will work and if it doesn't it will be the end of the MD or the agency or both. This new BETA approach opens up for new business models for agencies - something we have discussed for ages but not found the solutions to.

To succeed we also need to define a new terminology in the future. It doesn't make a lot of sense to talk about for instance "final artwork" since it will not be final. Maybe it's just BETA artwork?

The examples above is much about managing a BETA perspective. To handle it I think Management also needs to be more in BETA. We need to keep adjusting and change in a much higher speed than previously. My experience is that the Ad industry is quite conservative so it's quite a challenge. Especially because the financial climate is negative and that somehow calls for conservatism. At Advance we have turned it up side down and want to use the crisis (and our success in the market) to make the transition. This means new processes, new organizational structures, new competencies and a management team who doesn't have the answer to everything, but definitely has an obligation to find answers and keep trying until it works. That will require an open spirit from the all colleagues and willingness to try stuff.

It isn't easy. Below you see one of 6 descriptions of the current organizational structure made in a management work-session we had Wednesday. I can reveal that all 6 were quite different and gives us a great reason to revisit our structure for the future:-)

The current organizational structure reflects new competencies added step by step over time.
It's really time to look for a future flexible (BETA) structure