While we are in that today, having Jon's team as part of the family vastly increase our ability to do that in the bleeding edge and I look forward to tapping the team across a network of opportunities. Technology, commerce, content management, and advertising are all about enabling the new customer experience not leading with [a specific media]. O'Reilly: Management consulting firms tend to be client focused, whereas creative agencies — arguably — have more of a focus on the consumer.
Will this acquisition help you on that front too? Whipple: Accenture Interactive is specifically focused on the interaction between the client and the end consumer, and not on clients per se. So that may be different from your consulting firm description. Accenture Interactive is in no part a consulting firm — our parent entity is, but that is not what the Accenture Interactive business model or culture is.
Jon Wilkins Karmarama : An interesting find for us that we have detected from consumer point of view and the CMO point of view is the desire to create one connected experience. If you look at the way CMOs' careers are evolving, the ones that have reached the pinnacle are those that have created a system to connect tech and digital experience with the brand and we think that is the battleground.
From a consumer perspective, it's the current weak link. A project Karmarama has been doing, Project Reconnect, which is championed WFA World Federation of Advertisers , looks at the long term trends of brand awareness, engagement, and trust.
All those metrics show a decline in brands' ability to truly connect. The number one issue is a lack of connection in digital experience and brand. We see bleeding edge demands being placed on the CMO by consumers who are now voting with ad blockers and other avoidance techniques to demand more from brands and CMOs. O'Reilly: Independent creative agencies are usually favored by clients for exactly that: their independence.
When independent agencies get bought, they can sometimes lose some of the magic and some of the risk-taking they were afforded by being independents. Is that received wisdom true? How are you going to prevent that from happening? Wilkins Karmarama : I think it can be true — definitely if we had gone into a classic marketing services holding company, there are two things that tend to happen. One: Management have selfish endeavors around their earn-out that forces them to become, maybe, greedy.
And also they tend to work in silos and that can lead to a lack of entrepreneurialism. Within Accenture, we are very much agnostic, as Brian said.
I think we can challenge ourselves to continually strive to bring new exciting ways to communicate with customers on behalf of CMOs. When it comes to identifying business growth opportunities, they are different to the classic holding company. It's less about will they go with us versus agency X or Y and more about will they partner with us to create this new business. Wilkins Karmarama : Accenture Interactive is very entrepreneurial and we found this very exciting.
We think we are going to be more entrepreneurial with Accenture Interactive. We are not just batting for ourselves: it's a bigger market opportunity. O'Reilly: Accenture Interactive acquired design agency Fjord in , which seems like a similar deal in terms of bringing on board new creative expertise.
How has the integration gone and how to you bring Fjord to the table when you are speaking to clients? Fjord Whipple Accenture :. The Fjord deal has been amongst the most visible and most successful in Accenture Interactive's history. We are fortunate to have a strong track record amongst most or all of our acquisitions and Fjord is at the top of that. Fjord is top of mind for our executives across the globe, and it has opened up major service design capabilities in Sao Paulo, Sydney Australia, and all major markets in Western Europe and North America.
Adding Karmarama from creative standpoint will only bolster that, and sit side by side from a service design perspective. We have an Accenture Interactive team that has deep tentacles reaching into the technology capabilities of Accenture to shepherd creative talent and that's critical. We are not just another player in this ecosystem. We didn't buy Karmarama to take their earnings and distribute them to shareholders — it's about creating synergy for clients.
Conceptually, this is the same play [as Fjord. O'Reilly: From the outside looking in, there now seems to be lots of entities offering a similar type of service. Then on the holding company side, you have Publicis Groupe acquiring Sapient and reorganizing to offer clients "digital transformation" services and WPP reorganizing its businesses around a concept called "horizontality," where clients can take a mixture of digital, data and creative services.
What makes you different? Whipple Accenture : It's a fair question and I would propose to you that they are very dissimilar things. Featured Workplace Factors. Quick Facts. Private Healthcare Companies offering private health insurance to all employees. List Positions. National Ranking. Sector Ranking. The Midlands. East of England. The North East. The North West. Northern Ireland. The South East. The South West. Look out for your first newsletter in your inbox soon! Time Out London.
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