I thought Lucy Barrett’s article “Agency Provocateurs” (MW February 7) was very interesting and it generated much enthusiasm among my colleagues, but I think it overlooked a fundamental issue that prompts executives to leave and create start-ups – the sheer size of large agencies.
The big agency model revolves around maintaining a small number of very large accounts. The entire organisation is oriented toward this goal. It is therefore not cost-effective for the organisation to work on smaller, innovative projects and employees are not encouraged to get involved in these areas. This type of organisation stifles creativity, innovation and flexibility – all of which are crucial in a creative organisation and the main reason why people join this industry. Within this structure, the executive will be unable to deliver cutting-edge work.
I wonder whether the sceptics who question the viability of new start-ups have noticed that all recent innovations in the communications industry, from personalised direct mail to websites and SMS marketing, have come from smaller agencies?
Delco Dynamic Communications