Client roster needs work. Not the big pharma you'd expect anymore, but smaller pharma companies with brands they are looking to get approved to help them sell their company later. When these companies go bust (because the drug gets held up by the FDA), AT loses a lot of money and it gets even more depressing. We used to have blue-chip clients.
Creative. Needs help. Concepting projects include digging through similar ideas generated and paid for by other clients. It's not a creative brief issue, but a idea generation/review problem. You also need help trying to sell it into clients and developing solid market research around it. No small task, but you've the work before long ago. Or is being "unique" dead.
There is no creative accountability. Traditionally, we blame the client, creative brief, account person, project manager, market research, client MRL, whomever, but the creative team is untouchable. They do no wrong because "we are a creative agency." They are not accountable for their overbilling on clients, not following creative brief direction or what the clients asked for, all in the guise of "being creative" and "thinking outside the box." There needs to be a balance and partnership. Very few creative teams or CDs do this. Part ego, part "I don't care" but it is demoralizing and not at all team-work orientated. Creative teams treat the project management teams like crap. Very disrespectful. And sad. Project Management turnover is high. I wonder why.
Employee retention is at an all-time low. Despite the need for layoffs, employees leaving the company seems more frequent than other agencies. AT might attract top talent, but can we keep it? Why are people leaving? Better salary, better bosses, better work? Yes, yes and yes. You might not care that people are leaving, but you should.
Digital expertise still needs work, especially with recent significant departures.
Project management needs management support so that creative teams don't bully them.
Media department is great with print but slowly developing when it comes to digital media acumen.
Mentorship shouldn't be a formal program. Feels forced and some of the "mentors" in the program leave a lot to be desired. Good mentors lead by example, in addition to direction.
Micromanagers: There are managers who micromanage every aspect of working with clients. They haven't learned how to let go or how to manage staff. There are other who don't. This definitely doesn't make things "quick."
Time Off: Company holidays are standards. Could have more. PTO could be better if you actually can use it without being made to feel guilty. There are no summer hours/Friday because the company admittedly loses a lot of money. Agency is also open between Christmas and New Years. No Flex Time or working from home. Company needs to seriously review this to be competitive, be "relevant." If other agencies and clients can do this, why can't we?
Benefits: General benefits are comparable to other agencies. However, AT DOES NOT offer continuing education benefits.
Financial management: Company spends a ridiculous amount of money sending people to SXSW, Cannes, Africa, etc., or projects (Icons.Health) whose promoted benefits are not as tangible to the rest of the agency. Perception is that these are reward trips for the "in" folks and are generally useless for the general agency. It doesn't help with recruitment, public relations or competitiveness with other agencies. It has fostered resentment, especially because these are executed with secrecy (poorly) until after the trip when there is a faux presentation to spin the trip and its benefit for the agency. Stop doing these until there are real, tangible benefits. Use the money to improve your culture, not erode it further.
Layoffs: Company had a significant force reduction, which seems like an annual event.
Expense reports are often appropriately and sometimes necessarily scrutinized, but when you are travelling together for 2-3 days, the company shouldn't be so stingy when you grab a drink at the bar together after a long day. Even if you don't get "snacks" to go along with the drinks. We would rather you pay for our drinks than send people to Cannes business class to film a video that a small number of people actually watch. Calculate the ROI.
AT's reputation used to be top within the healthcare advertising industry. Now it's the Area 23s, Razorfishes, Intouches, FCBs. Lately, employees quit without having a job. They are just that done. AT, with a lot of change and conscientious action, can be a good agency again.
