Point of view: We need a CEO of planning
I was at a dinner recently for all the 'dirigeants' of Publicis Groupe in France, including people from Saatchi, Leo Burnett, the various media companies, Digitas, design companies, and MS&L, our PR company.
When you look around a room like that, it is clear that within the big agency groups, client teams increasingly exist across silos. I suspect, in fact, that for many people in the Big Four (and certainly on the international teams that service global clients), the client group they belong to defines them more than the network they belong to. They may find themselves working in what is, in effect, a bespoke agency created more or less formally from all sorts of disciplines. And that is a phenomenon that will only grow as more and more clients grapple with integration.
But how does that get organised, and how could it work best? More specifically, what does that mean for planning?