My agency is no stranger to this, either. For example, we started to see that the creative process and its business model were breaking down the deeper we got into social media. Constant, timely asset creation was mandatory but did not work within “normal” digital operational or financial models. We could not create assets intelligently, creatively, quickly or inexpensively enough to be as effective as we believed we needed to be. So we had to re-imagine and re-invent a significant part of our business to adapt, and our Moment Studio was born. And it, like us, will need to be in a constant state of flux. And frankly, both will always have a long way to go, because we are in the service business, a highly competitive space with downward pressure on margins and rising expectations for leadership. We have accepted that we must remain nimble enough to re-invent other areas of our business in our quest to be the best, and the best option for our clients. That means striving to be the best at disrupting ourselves. The only way to be well positioned for the future is to accept that it is uncertain and to structure your organization as one that is self-disruptive. The only certain part of the future for agencies is that we will continue to get consideration for our most commoditized services. You should not be OK with that.
I realized that the reason I’m still in New York, the reason that I’m not moving back to Austin (or anywhere else for that matter) is because New York is difficult, and right now, I need some difficult in my life.