Host: Paul McIntyre, Editor-At-Large

Merging two massive holdco structures after the global Omnicom-IPG merger and culling 100 brands is not for the faint hearted. Overhauling the local operating model entirely at the same time? Fraught with risk. But Nick Garrett’s master plan has the blessing of Omnicom chairman John Wren, and Garrett says he wouldn’t have taken the job without licence to radically recut the ANZ business. 

If it works, “I think the US and other markets are all looking at this with support and optimism, hoping that this is a great test case”, says Garrett.

The new model puts a three-pronged upstream advisory layer at the top of its structure, supported by six ‘centres of excellence’, pooling and centralising resources to concentrate firepower as Omnicom heads “upstream”. It’s going head-to-head in “transformation” and business strategy through brand with the likes of Accenture, Deloitte, McKinsey and Bain while taking marketers and customer chiefs upstream with them. 

Too many marketers have been relegated to execution, per Garrett. He thinks Omnicom Oceania’s new approach can help both parties regain strategic high ground. Corporate and government relations firm GRACosway may play an outsized role in opening up that pathway.

A major content and creative automation play for the group is also imminent – but it’s not Ted Horton’s BRX. 

Garrett says not to undertake radical surgery poses the greatest risk for comms holding companies – they’ve become too narrow and communications focused and lost the strategic high ground across industries and inside corporate executive leadership teams. With IPG absorbed, he thinks widespread industry speculation that at least one, perhaps two fewer direct holdco competitors by year’s end is plausible - a WPP break-up and piecemeal sell-off being one of them. But it’s telling that while eyeing consulting firms’ turf and moving away from a media and creative-led holdco into marketing transformation services, Garrett, when pushed, reckons Publicis is a bigger threat to Omnicom’s new growth model than Accenture Song.

Despite the seismic overhaul, Garrett claims Omnicom Oceania is six months ahead of where the market thinks it is. But the proof is in the pudding – there’s a lot riding on whether Omnicom’s people can actually stretch to the new model’s intent.

Garrett’s confident. Here’s what’s coming next. 

Host: Paul McIntyre, Editor-At-Large
Merging two massive holdco structures after the global Omnicom-IPG merger and culling 100 brands is not for the faint hearted. Overhauling the local operating model entirely at the same time? Fraught with risk. But Nick Garrett&rsquo;s master plan has the blessing of Omnicom chairman John Wren, and Garrett says he wouldn&rsquo;t have taken the job without licence to radically recut the ANZ business.&nbsp;
If it works, &ldquo;I think the US and other markets are all looking at this with support and optimism, hoping that this is a great test case&rdquo;, says Garrett.
The new model puts a three-pronged upstream advisory layer at the top of its structure, supported by six &lsquo;centres of excellence&rsquo;, pooling and centralising resources to concentrate firepower as Omnicom heads &ldquo;upstream&rdquo;. It&rsquo;s going head-to-head in &ldquo;transformation&rdquo; and business strategy through brand with the likes of Accenture, Deloitte, McKinsey and Bain while taking marketers and customer chiefs upstream with them.&nbsp;
Too many marketers have been relegated to execution, per Garrett. He thinks Omnicom Oceania&rsquo;s new approach can help both parties regain strategic high ground. Corporate and government relations firm GRACosway may play an outsized role in opening up that pathway.
A major content and creative automation play for the group is also imminent &ndash; but it&rsquo;s not Ted Horton&rsquo;s BRX.&nbsp;
Garrett says not to undertake radical surgery poses the greatest risk for comms holding companies &ndash; they&rsquo;ve become too narrow and communications focused and lost the strategic high ground across industries and inside corporate executive leadership teams. With IPG absorbed, he thinks widespread industry speculation that at least one, perhaps two fewer direct holdco competitors by year&rsquo;s end is plausible - a WPP break-up and piecemeal sell-off being one of them. But it&rsquo;s telling that while eyeing consulting firms&rsquo; turf and moving away from a media and creative-led holdco into marketing transformation services, Garrett, when pushed, reckons Publicis is a bigger threat to Omnicom&rsquo;s new growth model than Accenture Song.
Despite the seismic overhaul, Garrett claims Omnicom Oceania is six months ahead of where the market thinks it is. But the proof is in the pudding &ndash; there&rsquo;s a lot riding on whether Omnicom&rsquo;s people can actually stretch to the new model&rsquo;s intent.
Garrett&rsquo;s confident. Here&rsquo;s what&rsquo;s coming next.&nbsp;

A weekly wrap of the “must-know” developments in Marketing, Media, Agency and Technology for leaders and emerging leaders in the industry. Veteran industry journalist and Mi3 Executive Editor Paul McIntyre talks each week with guest marketers who are in the know on what matters at the nexus of marketing, agencies, media and technology. Powered mostly by Human Intelligence (HI).

A weekly wrap of the “must-know” developments in Marketing, Media, Agency and Technology for leaders and emerging leaders in the industry. Veteran industry journalist and Mi3 Executive Editor Paul McIntyre talks each week...

Mi3 Audio Edition

Omnicom Oceania chief Nick Garrett rejigs 100 brands, ditches old holdco media-creative model for CMO, CCO growth focus, takes on consultants with new upstream unit,  reshapes 1000 staffers as specialist group-wide ‘T-shape leaders’, lobs Publics over Accenture Song as biggest competitive threat 

https://api.omny.fm/orgs/fa326977-3de5-4283-9b8b-af3500c58607/clips/566679cd-c8a6-4563-9a8a-b40f000eda08/transcript