Part 1 (2/2)

Daniel H Pink

Cassandra Reese, PhD

Howard Schultz

David Meerman Scott

Dharmesh Shah

Bradford Smart, PhD

Jim Sweeney

Gerard J Tellis

Fred Wilson

Sergio Zyman

Introduction

We are on the cusp of a truly transforuard, rooted in tradition and resistant to change, will fall and new leaders will eencies that are ital services will be ingrained into the DNA of every agency, and blended with traditional encies will create and nurture diverse recurring revenue strea, education, publishi+ng, and software sales They will use efficiency and productivity, not billable hours, as the essential drivers of profitability Their value and success will be th and stability will depend on their willingness to be in a perpetual state of change, and an ability to execute and adapt faster than competitors The depth, versatility, and drive of their talent will be the cornerstones of organizations that pursue a higher purpose

This is the future of the -services industry A future defined and led by underdogs and innovators You have the opportunity to be at the forefront of the transforin

In February 2004, I caency h I was only four years intofactors had become obvious to me: Billable hours were inefficient at best Professionals werethe level of service and quality needed to produce measurable results for clients

There was little differentiation between firms, and a lack of innovation within the industry

Training and education were stagnant Fir the same systems, principles, and services that had been applied for decades

Request for proposals (RFPs) were a waste of tiencies

Standard s, iless, and they had no real connection to bottom-line results

The industry was ripe for disruption

The Opportunity to Ee

Fast-forward to today, and es exist Traditional firine optirasping for new services, such as social,on what really , infrastructure, processes, and purpose

As a result, there are unparalleled opportunities for eencies and consultants to transfor services ecosysteencies and professionals with the will and vision to adapt and evolve will rise, and ital-only fire

The forces that are fueling transfore velocity, selective consuhout the book: Change Velocity

The rate of change, continually accelerated by technology innovations, has created growing de firms Specifically, trends and shi+fts in consumer behavior, business processes, software, data analysis, co philosophies have affected the need for evolved services and consulting

Consider the i, virtualization, social networking,as examples We live in a real-tih change velocity presents challenges, it also provides significant advancey has e costs, while increasing productivity and profitability

Agencies have access to a wealth of reliable software-as-a-service (SaaS) platforeeen , analytics, enterprise social networks, virtual s, and communications Not only does this reduce the barrier to entry, but itfirms to more quickly compete with, and usurp, slower traditional firms

Selective Consumption

Selective consu, the philosophysoftware co out traditional, interruption-basedwhen and where to interact with brands

They are conducting billions of Internet searches eachinto e- to podcasts, following brands and professionals on social networks, joining online cos, and they are increasingly doing it all from their mobile devices

As a result, business-to-business (B2B) and business-to-consu budgets away fro, and directstrategies that cater to consu on the shi+ft by expanding and integrating their service offerings in the areas of search, ital advertising, and e- revenue streah affiliate relationshi+ps and value-added reseller (VAR) partnershi+ps withsoftware cons are not about winning awards for creative, building the flashi+est websites, gathe lowest cost per thousand (CPM) in order to interrupt the largest audience The job of a ency is to produce results that ih traditionalequivalency, PR value, and other arbitraryfirful outcoh rates, website traffic, landing page conversions, content downloads, blog subscribers, and leads-that can be tracked in real time and directly correlated to sales

These success factors are how fired