i3 - January/February 2020 - 11
Tech
CEO of WPP
Mark Read
S
ince 2018, Mark Read has been CEO of WPP
but previously served as executive director of
WPP plc and head of strategy and CEO of
WPP Digital, where he helped the company
move into technology by acquiring 24/7 Real
Media, the founding of data-driven creative
network POSSIBLE and the launch of
Stream, WPP's "unconference." In 2015, he was appointed
Global CEO of Wunderman, which became Wunderman
Thompson in 2018, one of WPP's largest businesses, with
more than 20,000 people across 90 markets. Its clients
include Microsoft, Dell, Shell, HSBC, BT and Adidas. In
2018 he was named joint chief operating officer of WPP, with
responsibility for clients, operating companies and people.
Q How has tech changed advertising
and PR? How are you using data to
refine messaging?
A Tech has changed every aspect of our
business, not just traditional advertising and PR. The strength of our offerings
began in 2007 with the acquisition of 24/7
Real Media, giving us the "industrial scale"
ad tech capabilities from which we have
developed Xaxis. Since then, we have made
further acquisitions and invested in internal
development efforts - particularly more
recently in AI and automation. These capabilities allow us to deliver audiences more
effectively and efficiently to clients, and
deliver their messages to their consumers
in a more creative, timely and useful fashion.
Q How does WPP help its clients' messages
get heard in such a cluttered marketplace
and with so many channels?
A Creativity is at the heart of what we offer
clients and it's never been more important
than in today's environment. With thousands
of commercial messages shouting for attention, it's the truly creative ideas that break
through and have an impact.
Q How is WPP addressing the diversity
and inclusion issue?
A WPP's new culture is one founded on the
values of open, optimistic and extraordinary. It's important for us that our people are
diverse and that our culture is inclusive, and
C TA . t e c h / i 3
Q
How are you reinventing the agency model to
encourage stronger brands?
A Over the past year, we've been busy reinvent-
ing our model. We have been integrating our
companies to take out the artificial distinction between creative
and digital - hence VMLY&R and Wunderman Thompson -
and these two new companies are resonating well with clients,
winning new business and attracting great talent to work. We're
investing in technology across the company, so that we don't
reinvent it multiple times, but have one platform that helps all
our agencies and clients connect.
we don't believe that
you can have one
without the "us." It's
important, not just
because it is the
right thing to do, but
because it's what we
need if the work that
we do for our clients is going to represent
society and resonate with consumers. We
have three key priorities:
First, we are resetting expectations
of what it means to lead and what an
inclusive leader looks like. Leaders create
opportunities for diverse teams that are
not only expected to excel but feel they
belong as their authentic selves. Second,
we are building an open community based
on a campus model that allows us to
expose employees to broader opportunities to communicate, collaborate, support
and connect. Our best work comes when
every person is an active contributor to
our rich culture, bringing their unique
perspectives and voices. And third, we are
working to address the structural barriers that prevent a diverse workforce at all
levels, looking at areas such as flexible
working and parental leave to make sure
that they support our ambition of being a
fully inclusive workforce.
Q How does WPP continue to find
the creative spark for its clients?
A WPP's most important competitive advan-
tage is creativity. It is what makes WPP special
and what differentiates us from consultants
and other professional services firms. The
message we hear from clients is very consistent: they want the best creative ideas. These
ideas aren't just expressed in 30 second TV
ads anymore but in the wide variety of channels and media available. The spark to come
up with the best ideas comes from within our
people and from collaboration. It's not just
that our people need to be extraordinary, it's
also that when they come together to create
ideas, extraordinary work will result.
Q What do you look for at CES?
A The new technology products and
services that I need to know about to shape
how WPP invests, the plans we need to put
together for our clients, and the partners who
we need to get to know.
2020
CES 2020 Diana O'Brien, Marc
Pritchard and Mark Read will be speaking at C Space at the ARIA with other
top industry executives.
JANUARY/FEBRUARY 2020
11
http://www.ces.tech/cspace
https://cta.tech/i3
i3 - January/February 2020
Table of Contents for the Digital Edition of i3 - January/February 2020
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