BBDO's evolution proceeds, but is it rapid enough?

Under Jean-Paul Burge, BBDO has not been one to make drastic changes from year to year. At the same time, Burge recognises the challenges all the large creative networks have to address: the replacement of long-term retainer relationships with project-based engagements, competition from a wider range of adversaries for business and talent and the need to bring data to bear on client challenges without also losing touch with the big-idea legacy that brought your agency to where it is. 

How did BBDO manage all of this in 2019?

Check out BBDO's Agency Report Card now to see:

• The agency's overall grade for 2019
   
• Grades and detailed discussion of performance across five categories:
   
• Leadership: A qualitative assessment of leadership performance, key regional decisions, management stability and contributions to industry by agency leaders.
• Creativity: Compelling and effective campaign work, judged qualitatively. Regional and global awards recognition is included, with higher weighting given to wins at major shows. Work demonstrative of high effectiveness for clients is also considered.
• Innovation: A qualitative assessment of Asia-based initiatives and innovations based on their improvements to the agency, people, clients and industry.
• Business growth: Assessed by the value of accounts won and lost in 2019, as calculated by the agencies and R3’s New Business League, published in Campaign Asia-Pacific, along with recognition of new project work and organic growth through retained clients. 
• People and diversity: Agency efforts to attract, retain and develop a high calibre of talent with a commitment to staff diversity and wellbeing are examined qualitatively.
   
• The grade the agency gave itself, and why
   
• How the agency performed versus its 2018 scores
   
• The agency's self-declared areas of specialisation.

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