Two 30-year-old networks of comms agencies experienced member exits year after year. Collaboration between the remaining associates declined giving way to “silo” thinking.

Objective

To convince both Senior Boards that only a merger could stop the negative trend and reignite both growth and relevance.

Task

  • A detailed analysis of each group’s presence and skills was undertaken.
  • A detailed market gap analysis was presented highlighting stronger coverage of a combined operation.
  • Proposed actions and timings were accepted, a general assembly of both groups organized, and the merger completed within 6 months.

Results

  • A new leadership team was established with a CEO in central position plus an 8 member Senior Board.
  • A replacement strategy, exchanging weaker for stronger members, was a painful yet critical decision and produced an overall stronger and more coherent group.
  • From an initial count of 19 agencies in 17 countries the new entity moved to 34 members across 38 countries.
  • Monthly Academy sessions, annual meetings, Forum events with clients, a people exchange program and a member empowerment program were initiated.
  • Member satisfaction climbed from 6.0 to 9.2 on a ten-point scale within four years.