Is the new agency model a network?
It is sort of staggering to comprehend that the UK is home to over 25,000 agencies (!) and, in a saturated market, competing for new wins and retaining business gets tougher with clients often preferring flexibility, agility and a breadth of skills in the organisation they look to partner with.
So, with the role of the office space changing from that of a default location to more of a productive area where teams can meet and share ideas and solutions - do we need a reset of how agencies are made up?
The network model - what is it?
A network model offers a leaner approach to bring together multidisciplinary teams that allows for expansion and changeability of skills perhaps more than a scope of work within the traditional agency model.
In such a model individuals have clear areas of ownership with little to no overlap beyond briefing and meeting to ensure cohesion between project aspects. Fee goes towards delivery with no additional headcount required for project management/account management - a finance team and non billable agency individuals. Cheaper and more effective? You’ve got to admit it sounds compelling.
The network model is interesting to explore because it empowers every individual it employs and encourages group accountability. More than that, but it breaks down the notion of the ‘suit’ and ‘the creative’ - one dimensional concepts that we have Mad Men to thank for. Instead exploring how clients can ask a question and receive an informed, insightful answer versus ‘let me get back to you’.
Billability - does it really matter?
I’ve always taken issue with the notion of billability. It feels like there could and should be a model that ensures individuals within an organisation are spending their time valuably and on work that is ‘paid for’ but it stems innovation and encourages staff to think about the number of hours they put in as their worth. In countless reviews I’ve heard people tell me ‘do you know how many hours I’ve worked this year’ and that to me has always rung alarm bells. First of all, as a manager or part of the organisation how do we encourage everyone to have a healthy relationship with work (which includes a healthy distance!) and how can we encourage people to consider their role in terms of effectiveness, impact and added value versus as hours billed to a project sheet.
Employee satisfaction - is it about belonging to a company?
We sit very much in an era of hybrid working despite some companies best intentions to mandate a Return To Office (RTO) policy. In such a model and approach everything is start to look a little different:
Culture: is less about that pint on a Friday or the Wednesday weekly cup of team - it’s more about shared values and beliefs, productive ways to work together.
Collaboration: moreso than ever individuals want to believe their contribution is impactful in their work life, a network model with its flat structure and focus on responsibilities versus titling creates a more open forum for participation.
Co-working: the notion of embracing one another’s working hours and habits in a supportive culture and way that is led by them versus a contract mandate.
Then what?
As the workplace and workforce continues to reshape and redefine itself post pandemic, the acceleration of technology also continues to prevent both an opportunity and likely transform how we staff work - enter the robot model! Ha.