I am the Chairman of Ogilvy Public Relations Worldwide, and I joined Ogilvy PR, Hong Kong in January 2005 as CEO for Asia Pacific.
Ogilvy PR spans the widest range of expertise among all our Ogilvy & Mather disciplines. We range from consumer marketing to very specialized B2B support; from consumer healthcare products to high end pharma and proprietary pharma research; from mass population behavior change to personalized molecular medicine; from new product launches to product liability crisis management; from repairing corporate reputations to building new CEO profiles; from working with the government as our client to lobbying the government for legislative or regulatory changes; from traditional mass media relations to the newest forms of social media.
The way humans influence each other has been assumed to follow a model largely laid out in the mid 1950's and has changed little in a half-century. Until now. The emergence of social media has spawned a new field of social network behavioral studies re-examining everything about how people are influenced. We are at the core of this. Additionally, new tool such as functional MRI scanners and rapidly growing areas of study, from behavioral economics to neuromarketing, are challenging our long-held views of the nature of influence. We are synthesizing the old assumptions and the new findings to develop more effective approaches to influencing everything from opinion shaping to purchasing decisions.
I am constantly thrilled to engage our people, office-by-office around the planet, in our storytelling workshops. The memorable revealing of personal stories and the rediscovering of the art of great narrative rejuvenates me each time. In the end we collectively reignite the Ogilvy culture of insatiable curiosity.
I met David Ogilvy in 1983 when he was interviewed for a TV broadcast. This was shortly after the massive recession of '81-'82 and midst a wave of management books lauding the rise of Japanese management and espousing the Japanese way of consensus over individuals, of teams over stars. So we asked David if his management style would change to that of the rising Japanese consensus style. He replied: "Search the parks in all the cities. You'll find no statues to committees."