The Tangible Outcome

1. DDBU management have aligned their objectives with the '8 Commitments' to which the President & CEO of DDB Worldwide, Ken Kaess has held every country manager accountable.
The '8 Commitments' cover the 'People; Product; Profit' range of operational activities and retain the integrity of the new hierarchy.
These newly defined objectives have now been written-up as a plan by the team and have received worldwide board approval.

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2. Each member of the DDBU team has produced a new set of roles and responsibilities in light of the re-alignment.
In addition, each team member has had assigned 'core customer' and 'key community' target groups within DDB Worldwide with critical deliverables against both to be met, in a set time frame.
This has created a highly sophisticated 'matrix management' dimension to DDBU's activities.
This process is not only making each team member more accountable to the organisation and to one another.

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3. DDBU management have identified two critical 'focus areas', fundamental to their ambition to be
'the central nervous system' of the organisation.

These are 'Productivity' and the 'Four Freedoms' (the Four Freedoms are an articulation of DDB's cultural values and they are authored by Keith Reinhard, Chairman DDB Worldwide). These areas will be headed up at worldwide board level by James Best and Susan Gillette, but have informed all of DDBU's newly planned activities.

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4. A radical new curriculum and priority action plan has been written, under the leadership of Raquel Suarez, against the strategic goals for which she is accountable to the worldwide board on behalf of DDBU's management team. In addition, Stacey Prenner is responsible for the development and implementation of a completely new management system that will capture, track, evaluate and report on DDBU's performance (individually & collectively).
One immediate spin-off of this outcome is that the DDBU management team will now meet formally every quarter, rather than once a year.

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5. James Best and Ken Kaess will join together and assess, for the first time, every single DDB advertising market on the 'People and Product' criteria for 2004/2005 annual planning purposes. These sessions will run alongside - but separate from - the financially focussed 'Profit' sessions which, until now, have formed the dominant reporting criteria and management focus during annual planning. This new forum is the ideal means of interrogating each market's performance against a new internal 'people study' developed in collaboration with David Maister of Harvard University. This study will become central to evaluating DDB's performance against its 'People First' strategy and specifically DDBU's contribution to that goal. James Best leads this process.

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