Bogged down in execution

The past nine months have been an exercise in constraint. Adding the role of The F. William Harder Chair Professor of Business Administration at Skidmore College to my life’s work has taken some adjustment. All positive. This work will be the subject of its own blog post because it deserves the airtime.

Here at Brandforming, we’ve been aggressively moving the nature and scope of our engagements to be primarily defined by brand idea and strategy development. With a few exceptions, we’ve dialed down on tactical execution.

We’ve enjoyed some very nice engagements that have resulted in perspective-shifting, business-altering ideas for our clients. This is enormously satisfying as we’ve significantly and positively impacted the businesses of our clients. It has also allowed us to engage effectively and precisely with these clients, giving them the attention they deserve while I work at the very serious and seriously gratifying job of being a Professor.

There have been some interesting knock-on effects of this constraint. We prepare and execute a very thorough engagement for our clients and send them off with a simple, powerful brand idea. They move forward happy and excited. Nice. As of this writing, a full 75% of these clients are returning to us with additional work.

The reality is that they are returning because they do not feel the idea is being fully realized. Why? As we re-engage it becomes clear that the client has gotten bogged down in execution. Bogged down, often with their own internal constraints, often in conjunction with the failure of the client-agency relationship. And in two instances the client’s AOR did not fully deliver on the power and potential of the idea despite everyone getting along just swimmingly.

Of course, we are always delighted when the phone rings again with clients seeking our council because they trust the work we’ve done together. On the other hand, we would be equally happy to see the ideas take flight without the need for us to re-engage. Our shift in scope forgives us most of the burden of these misfires. Still, we are upset by the sounds of frustration on the other end of the phone. And because we know that being an AOR is often a compromised existence, we do everything in our capability to help re-focus and re-energize these relationships.

Execution is no little thing and it is often the first thing that gets compromised. We are working in an age of such downward price pressure that many agencies are struggling to survive. The evidence is all around us: talent flight, collapsing margins, and bad media. Clients need to invest in execution and the most important part of this investment is in a partner that can make things happen without a lot of wasted effort. Big ideas don’t always need to cost a fortune to execute, but they must always be smartly — effectively and efficiently — rendered.