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<ul><li><keyword id="10032656" type="COMPANY" weightage="20" keywordseo="dentsu-international">dentsu International</keyword> is undergoing a massive global restructuring and will cut down around 6,000 jobs globally in the next two years.</li><li>It will also consolidate it's 160+ global brands to six global leadership brands.</li><li>We talk to <keyword id="7491447" type="PERSON" weightage="20" keywordseo="Anand-Bhadkamkar">Anand Bhadkamkar</keyword>, CEO, India, dentsu, who tells us the impact this global consolidation will have on its India business.</li></ul>Japanese advertising network dentsu International is undergoing a massive global restructuring. The company announced last week that as a part of its accelerated restructuring plans, it will cut down around 12.5% or roughly 6,000 jobs globally. In an official statement, a dentsu spokesperson said, “Consumer intelligence is at the heart of everything we do at dentsu international. We believe integrating our business around the consumer is the greatest advantage we can give our clients and the greatest competitive advantage we can give ourselves. We will do this by accelerating the transformation journey we started last year to simplify further how we operate, delivering even greater agility through a focused portfolio of six global leadership brands with prioritized investment and resources in capabilities of high client demand and growth. “In our H1 2020 financial results, we announced a comprehensive review of our business. As we work through this process, we will take the critical and necessary steps, that many other companies are, to address the impacts the global pandemic has had on our business and ensure we work closely with our people and our clients as we move through this period of accelerated transformation.” As a part of the restructuring, denstu will consolidate its 160+ brands into 6 consolidated leadership brands - Carat, <keyword id="4814486" type="COMPANY" weightage="20" keywordseo="Merkle">Merkle</keyword>, dentsu X, <keyword id="4120995" type="COMPANY" weightage="20" keywordseo="iProspect">iProspect</keyword>, dentsumcgarrybowen, and Isobar. Closer home, dentsu India Network currently has around 3,200 employees under its 20 agencies. In a recent conversation with Anand Bhadkamkar, CEO, India, dentsu, we tried to understand what the global restructuring will mean for dentsu in India, and whether employees in India need to worry about the proposed jobcuts. Excerpts: Q) Dentsu has announced a massive restructuring globally, which will also include around 6000 job cuts. What kind of impact will this have on dentsu India? Globally, we are reorganizing our businesses under three service lines – Creative, Media and Customer Experience Management. Currently, on a global level, we have around 160 brands that are a part of the organization and dentsu is planning to bring that down to six global brands by the end of 2022. In India, along with the 6 brands, Carat, Merkle, dentsu X, iProspect, dentsumcgarrybowen, and Isobar, we will have Posterscope as an additional brand because OOH has been our strength over the last few years. Currently, almost 45% of our revenue is coming from Digital. While the pandemic affected OOH and Experiential really badly, things should start to come back to normal soon. The global restructuring is more about centralization of capabilities across service lines and we aim to achieve this over the next 2 years. The idea is to ultimately stand true to our One Dentsu strategy. Our focus will be on bringing the best of our services and capabilities to our clients and providing those specializations without any hassles. In India, increasingly we will invest in the high growth areas. We are quite strong on digital, be it performance, customer experience, social media or digital transformation journeys for our clients. We will continue investing in those areas. And as part of our overall business process, the underperforming teams or staff will be re-oriented. Q) So how concerned do your employees in India need to be, considering there are plans of job cuts globally? Globally they need to restructure 160 brands to 6. In India, things won’t be as drastic because we have already started our consolidation journey. All our businesses are working closely, based on our One Dentsu strategy. It is more about re-investing in the high-growth areas. Q) There is a talk that globally Dentsu will aim to reduce its focus on the traditional creative and media agencies and focus more on the data-focused businesses. Will the organization go a similar route in India too? It is not about reducing focus on traditional creative or media versus data focused businesses, but working with the clients on solving their business problems. The focus is on partnering with clients to help them gain competitive advantage in the market. As a network, we are ideas-led, tech-enabled and data-driven, and that is at the core of everything Dentsu does. So, ideas will always remain at the center of whatever we do. The solution can be either through creative, digital or personalized experience, based on the client problem we need to solve. So overall our focus remains unchanged. However, the current year has led to a lot of changes. Consumer behavior has undergone a lot of change, adoption of digital has fast tracked which is resulting in the entire value-chain moving to digital platforms or e-commerce. So our focus and investments will be on coming up with the best solutions for our clients on their digital transformation journeys. A lot of our investments will go to Adtech, Martech, content creation, providing personalized solutions and experiences will be critical for us. Q) We’re almost at the end of 2020. As a leader, what will your key focus areas be in 2021? 2020 has been a challenging year, not just from a business but from a societal perspective. As an industry, we are seeing a de-growth of around 16-18%. So that has had an obvious impact on our business as we saw spends come down. However, we started seeing recovery from Q3, during IPL and the festive period. The last quarter has been even better than we anticipated. Some of our agencies have also recovered much faster. And, our digital businesses have been doing well. So while overall the year has been muted, we have seen much faster recovery. For 2021, our focus will remain on the high-growth areas – digital, providing relevant data driven solutions for clients and creating relevant experiences for consumers with investments in ad-tech, martech. We will also focus on e-commerce which we've been working on extensively with a lot of our clients across brands. Last year, there was also a lot of focus on voice, video and vernacular, and that will continue to remain a key focus area because it became even more relevant in this pandemic year. We are also seeing gradual recovery of OOH so we will also focus on Digital OOH next year.

Here’s what dentsu’s global restructuring will mean for India

Hi! Welcome to the Insider <keyword id="35666" type="COMPANY" weightage="100" keywordseo="advertising">Advertising</keyword> daily for December 15. I'm Lauren Johnson, a senior advertising reporter at Business Insider. <a href="http://newsletter.businessinsider.com/join/4np/insider-advertising">Subscribe here to get this newsletter in your inbox every weekday.</a> Send me feedback or tips at <a href="mailto:ljohnson@businessinsider.com">LJohnson@businessinsider.com</a>.Today's news: The winning and losing agencies in Dentsu's massive shakeup, the people working to fix digital advertising, and <keyword id="334157" type="COMPANY" weightage="60" keywordseo="Reddit">Reddit</keyword> buys Dubsmash.<h3><a href="https://www.businessinsider.com/winners-and-losers-of-reorganization-at-advertising-company-dentsu-2020-12"></a></h3><ul><li>Advertising company Dentsu is going through a massive overhaul of its agencies, and data-based <keyword id="6354777" type="COMPANY" weightage="60" keywordseo="Media">media</keyword> and performance <keyword id="6354839" type="UNKNOWN" weightage="60" keywordseo="marketing">marketing</keyword> agencies Merkle, iProspect, Dentsu X, and Carat are emerging as the big winners.</li><li><a href="https://www.businessinsider.com/winners-and-losers-of-reorganization-at-advertising-company-dentsu-2020-12">Patrick Coffee and Lara O'Reilly also report that traditional creative agencies and smaller media agencies will fade as Dentsu seeks to create teams focused on single clients.</a></li><li>Dentsu is also whittling down its more than 160 brands to six: Carat, Merkle, Dentsu X, iProspect, Dentsumcgarrybowen, and Isobar.</li></ul><h3><a href="https://www.businessinsider.com/winners-and-losers-of-reorganization-at-advertising-company-dentsu-2020-12">Read the full story here.</a></h3><h3><div type="image" title="Allison Murphy, SVP of ad innovation, The New York Times" height="751" width="1000" msid="79730954" hostid="261"></div></h3><h3><a href="https://www.businessinsider.com/the-advertising-companies-trying-to-save-third-party-cookies-2020-12">Ad targeting as we know it is going away - meet the 20 experts working on high-profile f</a><a href="https://www.businessinsider.com/the-advertising-companies-trying-to-save-third-party-cookies-2020-12">ixes for advertisers</a></h3><ul><li>The advertising industry has been rocked by Apple, Google, and others' decisions to kill <keyword id="10433270" type="UNKNOWN" weightage="60" keywordseo="third-party-cookies">third-party cookies</keyword> used to target ads.</li><li><a href="https://www.businessinsider.com/the-advertising-companies-trying-to-save-third-party-cookies-2020-12">I identified 20 people that are at the forefront of finding alternatives to the third-party cookie.</a></li><li>Adtech companies are pitching workarounds to keep revenue afloat while advertisers and publishers try to sell and buy and sell ads with first-party data.</li></ul><h3><a href="https://www.businessinsider.com/the-advertising-companies-trying-to-save-third-party-cookies-2020-12">Read the full story here.</a></h3><h3><a href="https://www.businessinsider.com/reddit-to-buy-tiktok-rival-dubsmash-2020-12"><div type="image" title="Reddit" height="2333" width="3111" msid="79730956" hostid="261"></div></a></h3><h3><a href="https://www.businessinsider.com/reddit-to-buy-tiktok-rival-dubsmash-2020-12">Reddit is buying short-form video platform Dubsmash, becoming the latest social media sites to edge its way into a market dominated by TikTok</a></h3><ul><li><a href="https://www.businessinsider.com/reddit-to-buy-tiktok-rival-dubsmash-2020-12">Reddit is buying Dubsmash to expand into the short-form video space currently dominated by TikTok.</a></li><li>The deal will give Reddit users access to Dubsmash's editing and short-video creation tools, but Dubsmash will still maintain its own platform and brand.</li><li>The companies didn't disclose the financial terms of the deal, but a spokeswoman for Reddit told Reuters the acquisition was based on a combination of cash and stock.</li></ul><h3><a href="https://www.businessinsider.com/reddit-to-buy-tiktok-rival-dubsmash-2020-12">Read the full story here.</a></h3><h3>More stories we're reading:</h3><ul><li><a href="https://www.businessinsider.com/the-biggest-potential-retail-acquisition-targets-for-2021-2020-12">Experts say these 9 well-known retail brands are the most promising M&amp;A targets in 2021</a> (Business Insider)</li><li><a style="font-size: 15px;" href="https://www.businessinsider.com/vc-masha-drokova-explains-how-startups-waste-money-on-pr-2020-12">Startup founders waste $10,000 - $30,000 a month on worthless publicity efforts when there's a better way, says former PR strategist-turned-VC Masha Drokova, who just raised a $52.5 million fund</a> (Business Insider)</li><li><a href="https://www.businessinsider.com/ibm-ai-factsheets-label-system-bias-data-2020-12">IBM exec said firm's new tool is like a 'nutrition label' for AI, providing detailed information to help flag bias or inaccuracy</a> (Business Insider)</li><li><a href="https://www.businessinsider.com/eu-rules-big-tech-dsa-dma-facebook-google-apple-2020-12">Europe is about to hobble the power of tech giants like Facebook and Amazon. Here's what we know about its huge new proposals.</a> (Business Insider)</li><li><a href="https://digiday.com/marketing/media-buyers-say-advertisers-are-actively-pushing-to-diversify-away-from-facebook/">'The biggest conversation I'm having': Media buyers say advertisers are actively pushing to diversify away from Facebook</a> (Digiday)</li><li><a href="https://www.nytimes.com/2020/12/14/business/media/cnn-msnbc-cable-news-trump.html">CNN and MSNBC fret over post-Trump future</a> (New York Times)</li></ul>Thanks for reading and see you tomorrow! You can reach me in the meantime at <a href="mailto:ljohnson@businessinsider.com">LJohnson@businessinsider.com</a> and <a href="http://newsletter.businessinsider.com/join/4np/advertising-insider">subscribe to this daily email here.</a>

Winners and losers of Dentsu's massive shakeup

<ul><li>Advertising company <keyword id="10032656" type="COMPANY" weightage="20" keywordseo="dentsu-international">Dentsu International</keyword> is going through a massive overhaul of its agencies. </li><li>It has now announced the merger of <keyword id="10469160" type="UNKNOWN" weightage="20" keywordseo="clab">C'Lab</keyword> with <keyword id="3181347" type="PERSON" weightage="20" keywordseo="The-Story-Lab">The Story Lab</keyword> in India. </li></ul>Dentsu International has announced the merger of its celebrity, influencer, and sports marketing division – C’Lab, with its global branded content division - The Story Lab (TSL) in India. Deepak Kumar, erstwhile Director C’Lab, will now lead the business in India as Country Head TSL. The unification of these two agencies is aimed at simplifying clients’ needs in the content space and leverage TSL’s footprint and IPs across the globe. The merged entity will operate under the TSL brand and further strengthen its foundation in the country. For the record, TSL is a global content specialist that inspires and delivers innovative content solutions. These solutions, in-turn, help in creating connect with audiences and thus, deliver value to clients and partners. Some of its popular IPs are ‘Game of Clones’, ‘Ninja Warrior’, ‘No Sleep No FOMO’ and a host of other exclusive IPs and branded content properties. C'Lab, meanwhile, specialises in creating tactical content in the space of sports and entertainment. In its last three years of operations in India, C’Lab has created some very effective campaigns with celebrities and influencers. With the merger of these two entities, TSL will work with brands to innovate the art of storytelling. It will also introduce global learnings into the local market, infused with local understanding. The merged capability will help enhance the current offering and provide access to global IPs with local flavor. Commenting on his new role, Deepak said, “‘Content is king’ is an old adage but the relevance continues. Its significance, in fact, has increased manifold during the lockdown and further fueled with the advent of newer platforms. It’s an exciting and challenging time to be in this business wherein harnessing a brand’s interest and relevance to the consumer will be the key guiding force for us.” Haresh Nayak, COO India- Media Brands, dentsu added, “As we enter an era of simplification, this move will only help clients achieve single-window content solutions. TSL will redefine content across multi-platforms and multi-devices, offering brands immersive experiences. Our global and local experiences will only help brands to get the best of both worlds.”

Dentsu International merges ‘The  C'Lab with The Story Lab in India

<div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"></div></div></div>Good morning. Here's everything you need to know in the world of <keyword id="35666" type="COMPANY" weightage="100" keywordseo="advertising">advertising</keyword> today.1. <a href="http://www.businessinsider.com/the-most-powerful-women-in-mobile-advertising-2016-11">These are the 30 most powerful women in mobile advertising</a>. Business Insider's annual list is here.2. <a href="http://www.businessinsider.com/twitter-announces-launch-360-degree-live-video-streaming-periscope-facebook-2016-12">Twitter is battling Facebook for livestreaming supremacy with the launch of 360-degree live video</a>. The new feature, announced on Wednesday, isn't initially available to all users.3. <a href="http://www.businessinsider.com/snapchat-introduces-goal-based-bidding-machine-learning-2016-12">Snapchat is using machine learning to work out who is most likely to swipe up on an ad</a>. This month, the company began rolling out what it is calling "goal-based bidding."4. <a href="http://www.businessinsider.com/liberty-global-super-bowl-formula-one-2016-12">The new owner of Formula One wants to make it more like the Super Bowl</a>. Liberty Media is planning a huge overhaul of the competition that it hopes will boost sponsorship revenue and its fanbase in the US.5. <a href="http://www.businessinsider.com/the-top-10-cpg-brands-according-to-kantar-worldpanel-2016-12">These are the top 10 most purchased brands in the world</a>. The ranking is based on how many households around the world are buying each brand and how often.6. <a href="http://www.businessinsider.com/japan-rethinks-work-life-balance-after-suicide-2016-12">A 24-year-old's "death from overwork" causes Japan to rethink work-life balance</a>. The latest victim, an employee at Dentsu, reportedly logged 105 overtime hours in one month.7. <a href="http://www.businessinsider.com/rap-group-run-dmc-sues-walmart-amazon-other-retailers-for-50-million-2016-12">Rap group Run-DMC is suing Walmart, Amazon, and other retailers for $50 million, The Associated Press reports</a>. The group says the retailers are utilizing its name in the "production, advertising, promotion, marketing, sale and distribution of various products."8. <a href="http://www.businessinsider.com/biggest-product-flops-in-history-2016-12">24 of the biggest failed products from the world's biggest companies</a>. Launching a product is tough.9. <a href="http://www.wsj.com/articles/10-media-and-advertising-predictions-that-didnt-come-true-in-2016-1483009200">10 media and advertising predictions that didn't come true in 2016, The Wall Street Journal reports</a>. The ad tech sector was not decimated, as many people had forecast.10. <a href="http://digiday.com/brands/the-6-best-ads-you-didnt-see-this-year/">The 6 best ads of 2016 you didn't see, according to Digiday</a>. There's a McDonalds ad in the list, as well as a Wieden &amp; Kennedy spot for Namaste that shows women sweat too. <div class="margin-top"> <h3>NOW WATCH: <a href="http://www.businessinsider.com/money-save-invest-401k-millionaire-2016-12">How much money you need to save each day to become a millionaire by age 65</a></h3> <div> <div> <div class="ooyala-video-player" data-video-autoplay="false" data-video-id="l3Y3JoODE6AznwShkXttejURmRE6JOzK" data-player-variable="ooyalapopvideo" id="ooyalaplayer_popvideo" style="width:1280px;height:720px"></div> </div> </div> </div>

The 10 things in advertising you need to know today

<ul><li>While the ad industry has a lot of womentoday, many drop out by the time they reach mid-management levels, primarily due to the lack of flexible hours, or the flexibility to work from home.</li><li>The women leaders we spoke to believe organizations need to prioritize training more women, to prepare them for leadership roles, and this should be a part of the company’s culture.</li><li>There is also a need to relook at the way employee’s performances are evaluated, coming up with newer ways of assessing talent in a time where the way of doing business has seen a complete overhaul.</li></ul> In late 2019, a report by Credit Suisse stated that women’s representation in boardrooms in India increased only by 4.3% between 2014 and 2019. The report further stated that the current female representation on boards is only 15.2% which invariably led to dialogues around the conspicuous lack of women leaders in the upper rungs of the corporate world. Having said that, the world of advertising, marketing and media is one industry that has seen a lot of women in roles of leadership. While we are still far from an equal man-woman ratio in the industry, it is heartening to see more and more women take the top spots. Conversations with most women leaders from the industry led us to believe that this is an industry that welcomes women to be a part of the workforce. However, it is during their mid-career levels that a lot of women drop out of the workforce, leading to a dip in women who take up higher positions. We reached out to some of the most influential women in the industry currently, to gauge what are the reasons for these drop-outs, and what needs to be done, as an industry as well at individual organizational levels, to ensure that women are retained, and even if they drop-out, are encouraged to rejoin the workforce. We received an overwhelming response to our queries from across the sector from women who made some really compelling points. These women who feel passionately about the subject laid their hearts bare, telling us ways they think the industry can evolve, to become more inclusive. Here are some of the most prominent voices. Building a culture of inclusivity It is often noticed that while a lot of women are joining the workforce, many of them take the decision of quitting once they decide to get married or decide to have children. Many find it difficult to come back, due to the lack of flexible working hours at their workplaces, or even due to a certain amount of judgment where people look at them a little differently after they come back from a long break. Most of the women leaders we spoke to believe that the work culture needs to evolve a little, to make way for such women, giving them the flexibility that many of them need, once they start a family. <keyword id="4356726" type="PERSON" weightage="20" keywordseo="srija-chatterjee">Srija Chatterjee</keyword>, Managing Director, Publicis Worldwide, India shared that while a few corporates have started giving some assistance to women, the ad industry hasn’t yet started doing that actively. “As an industry, we have woken up to women leaders and we are trying to make things happen for women, to make sure that they don't jump off from the workforce. However, there's still a long way to go. The biggest reason women stop working is when they get into that life stage of having children. A lot of corporates are today providing strong support, through office crèches or flexi-timing options. That has not yet happened in our industry. From a business perspective, the size of our agencies might not be that big, which makes implementing this a bit of a challenge. But the more and more we get into a group structure, and offices become more centralized, it will enable organizations to look at shared resources to help women pursue their passion. This is something that could be done, but has not been done yet.” A lot of times, there is also a lot of judgement involved when women come back to work after a long break. Delving deeper into the need for a change in attitude, Pallavi Chakravarti, Executive Creative Director, Taproot Dentsu said, “You’ve been out of the scene way too long - you can’t expect the salary that you do after the kind of leave you’ve taken - but won’t your attention be divided now?” These are just some of the things women hear when they are seeking to make their way back into the workforce, post a long gap. Of course, this is not a blanket statement - times are changing, mindsets are changing, as are corporate policies. But if companies truly want to be gender-neutral then statements and questions like the ones I’ve cited above would never be heard again. Additionally, flexible working hours, working from home, working on time-bound projects are all steps that more and more organisations can adopt to ensure equal opportunities. And when I say equal, I mean that these options should be made available to both men and women. Shedding some light on how OLX is working on retaining some of its women, Sapna Arora, Chief Marketing Officer, OLX India said, “Setting the right example of favourable work culture much suited to women, not just in terms of facilities and infrastructure, but also in terms of broadening our thinking within an organization across various levels, is the key to inspire women working population to join the workforce and perform better. OLX, as an organization, is working on taking baby steps in creating empowering workplace for women. A couple of years ago, we at OLX embarked on a journey to evaluate the gender diversity ratio and actively worked to encourage more women in roles such as data scientists, engineers, front line sales and more. This is a conscious choice we have made under our global diversity and inclusion programme which seeks to improve the gender ratio across STEM and leadership roles.” Talking about the need to prioritize diversity in leadership, Emrana Sheikh, Enterprise HR Head for India and South Asia – Johnson &amp; Johnson said, “Today, companies are increasingly equating their C-suite diversity to competitive advantage for their businesses – and rightly so, it leads to robust dialogue, richer decisions and the empathy to design good, and human-centered solutions. For organizations looking for a paradigm shift in their work cultures, C-suite diversity sets an example for the rest of the team. At the basic level, it can be a source of inspiration that resonates down to the front-line staff. This is only possible when diversity in the leadership is prioritized and its long-term implementation is ensured at all levels through intentionality and focused talent management. Internal platforms such as Diversity &amp; Inclusion Council and Employee Resource Groups further drive culture strategies from a variety of lenses, championing inclusivity as a collective goal across levels. An inclusive culture transcends barriers, bias and bureaucracy, and makes the employees truly feel that they belong. All around, women are a critical mass of consumers, influencers, stakeholders and communities. Hence, reflection of the same in organizations is a business imperative.” Sharing a similar sentiment, Neena Dasgupta, CEO and Director, Zirca Digital Solutions added, “Organizations need to ensure that women in the workplace are respected and recognized.For women to thrive in the workplace, organizations need to ensure an environment that is rooted in equal opportunity and a culture that is geared to assist women achieve their goals.” Sharing some tips on a few things that can be done at the organization level to help women continue to be a part of an organization, Ayesha Ghosh, General Manager, Taproot Dentsu added, “Younger women need to see older women in positions of influence. Flexible working hours and working from home might be a challenge in an industry that’s made a virtue of unreasonable working hours but we ought to be non-negotiable about starting early, cutting idle chatter, short lunch breaks and everything else that helps finish work early so that parents (and everyone else, really!) get to spend some time with their families. Ingraining fundamental values will go a much longer way than making token gestures. Enforcing paternity leave, for instance, so that the onus of child-rearing is not on the mother alone. When a parent, regardless of gender is expected to manage time such that they are responsible for their work as well as for their families, everyone will automatically spend less time on idle chatter and work a lot more efficiently.” An organization's culture also needs to have empathy at its foundation, shared Oindrila Roy, Head of Strategy, India, Essence, to make a difference. "As with any type of workforce integration, empathy should be the edifice on which workplaces are designed to integrate and retain both women and men more seamlessly. For women, it starts with stepping into her shoes, evaluating challenges from her point of view and arriving at solutions which are conducive. For example, an online survey conducted by JobsForHer found that 38% of women do not return to the workforce after giving birth, due to the lack of good day care for children. If that is the challenge, companies need to think of solving this problem innovatively - can the organisation collaborate with a nanny service provider to avail reliable childcare options to its employees? Reassured and empowered parents are likely to stay in the workforce longer." Modifying existing performance benchmarks Rubeena Singh, CEO, iProspect India believes that there is a need to relook at the performance benchmarks on which employees are evaluated. “In the middle years, I often see that we are trying to evaluate people on certain benchmarks. The criteria for these performance indicators have been put in place years ago when it was a largely male-dominated workforce. Things like 8 hours of work, or work in office, or if you want a senior position, you should have worked in different geographies etc. But sometimes, for women, it becomes very difficult to be mobile and move to different parts of the country, especially once they get married. As an industry, we really need to re-evaluate the criteria. We should look for quality now, if people are curious, if they are team-players, how innovative and out-of-the-box can they think. If these changes are brought about, a lot of women will find it easier to catch up from where they left, even if they are coming back after a long break.” Treating both men and women as equals at the workplace A lot of women leaders feel that there is an immediate need to start looking at both men and women as equals in the workspace and not differentiate on the basis of gender. Lara Balsara Wajifdar, Executive Director at Madison World said, “We need to look at women leaders as leaders first and not as women leaders. Don’t differentiate us on the basis of our gender, but differentiate us on the basis of our work! Our industry is always hungry for good talent and if the talent is good, the agency will always accommodate personal requests as long as the work is not affected.” Many also feel the starting point is to start a conversation, where both the genders are treated as equal participants. “<keyword id="6372584" type="UNKNOWN" weightage="20" keywordseo="gender-equality">Gender equality</keyword> is not just a women’s issue, it’s a human rights issue – that extends to all realms, including the workplace. To encourage equality across all lines of command in the workplace and have more women leaders, we need more men to be equal participants in the conversation around gender equality. Having the male workforce as partners can bring empowerment and equal respect among all genders. Global change-making initiatives like the UN’s ‘He for She’ Movement, of which I am a strong advocate, have been setting strong examples for people of all genders to take bold steps in solidarity and are working towards a gender-equal world,” said <keyword id="235731" type="PERSON" weightage="20" keywordseo="Nadia-Chauhan">Nadia Chauhan</keyword>, JMD &amp; CMO, Parle Agro. Pointing out to some things that need to be done at an organizational level, Rishika Lulla Singh, CEO Eros Digital at Eros International said, “There needs to be a cultural shift and change at workplaces to eradicate gender inequality and retain women employees. It is about time that companies consider deserving women for higher level positions and evaluate their performance sans bias. If there are more women leaders out there at the top positions, it gives a sense of confidence to the global sisterhood with strong role models. It is essential that companies organize mentorship programs to break the stereotype of what a man and a woman can or should do. There are several ways to retain a woman employee at work, but we also need to encourage more women to join the workforce. Equal pay, ensuring all voices are heard and feeling valued, creating safe work environment, etc. are all the least we can do.” Pooja Jauhari, CEO, The Glitch put it rather succinctly in her three-point recommendation on how to retain women. She said, “Firstly, treat your entire talent base with gender blindness. Best person for the job. Without over-thinking their family, marital, ‘emotional’ status. Just get the right person for the job. Secondly, allow your talent to align personal and professional goals and build a support system for them to come back to the same position at work after a break (marriage| child birth) and lastly, stop saying a certain gender matters more, prove by example by showing gender balance across functions.” Training young employees to think of themselves as leaders There is also a need for seniors to build an environment of motivating young women while also making them aware of their potential as future managers, shared Sujata Dwibedy, Group Trading Director, Ampilifi India. She said, “This question is asked to mostly senior women but ideally, both senior men, women and the entire team should be equally responsible to motivate the young, efficient women. The entire organisation gains if they can train and then retain competent women leading up to a management role. It is critical to show them advancement opportunities and their growth path. Policies might have to be tweaked but if it benefits all, it should not matter. Building an inclusive workplace, an organisational environment that values diversity not just for the sake of appearances but for the competitive edge that comes with access to multiple perspectives would make a difference.” There are a lot of internal barriers that women have to cross and training them to believe in themselves could help in ensuring they make it to the top. <keyword id="346168" type="PERSON" weightage="20" keywordseo="Lulu-Raghavan">Lulu Raghavan</keyword>, Managing Director, Landor Associates said, “Even before thinking of getting more women leaders, we have to think of how we can create a better working place holistically. Secondly, you have to ensure that women at the top, doing good work get the visibility. It starts with the leadership, company philosophy and culture. You’ve got to find them and put them on the top because deserving women do exist. You can’t give us an excuse that there aren’t any women relevant for the top positions. A lot of training has to be done with women themselves; there are a few external barriers such as company policies, work environment, how other people behave towards you, and there are internal factors, which we women have set up through the years. It is the lack of self-confidence, self-doubt and imposter syndrome. We women have to be trained to be leaders. It should be different from the overall management chain because it is decades of social conditioning that companies have to break when women join them. “ Anita Kotwani, Senior Vice President, New Business, Mindshare added, “The industry needs to first acknowledge that Woman leaders can deliver as well as their male counterparts for senior-level roles. The grooming required should be done for the role and not the gender. If that happens you will see the necessary shift with more woman leaders leading the mantle.” Sharing her optimism about the future where she envisions more and more women to be on the top, Kranti Gada, COO Shemaroo Entertainment said, “A few years ago, I participated in a program called ‘Tanmatra’ organized by IIM Bangalore, to help develop and groom fellow women counterparts for about 9 months and the stories I heard about the differences in opportunities shocked me a little. I was happy to be at Shemaroo, where we have seen women in key roles leading from the front and managing the core business with ease and expertise. While the ratio of women is a little skewed in the industry, the gender gap is narrowing, and we will see more women taking charge in future in every field.”

Making the industry more gender-inclusive: Women leaders show us the way

<div class="image-container float_right" style="width:480px"><div class="image">Chris McGrath/Getty ImagesA sign on the outside of a Chase bank branch in New York City. </div></div>JPMorgan Chase is reviewing its $70-80 million digital <keyword id="35666" type="COMPANY" weightage="100" keywordseo="advertising">advertising</keyword> business.
The intriguing nugget from this fairly standard practice comes in details sources told Adweek about how the company is going about finding a new agency.
Normally, companies contact individual ad agencies and ask them to pitch new ideas for the account. In this case, JPM has gone over their heads, to the corporate layer above them, Adweek says:
"JPMorgan Chase has reached out to advertising holding companies via a request for proposals, leaving it up to them to decide which of their agencies will pitch the business," <a href="http://www.adweek.com/news/advertising-branding/jpmorgan-chase-calls-digital-review-151719">Adweek reports.</a> 
That's unusual. Rather than going directly to ad agencies based on past impressive work, JPMorgan appears to be adopting a more hands-off approach, and allowing their parent companies Dentsu, WPP, Interpublic, Publicis, and Omnicom to do it for them.
It isn't unheard of for clients, particularly in the financial services sector, to go to parent companies for holding company solutions — but that's usually done when it is reviewing its entire ad business. For example, in 2005 Bank of America selected Omnicom Group to take over all its marketing services. Different Omnicom agencies were assigned to every portion of BofA's advertising account, from creative to digital.
Sources within the ad world tell us that it would be strange for JPMorgan Chase to go to go to holding companies for a slice as small as its digital business.
JPMorgan Chase confirmed to Business Insider that it was doing a digital review, but it didn't comment further about its search process. But it didn't deny that it was going directly to holding companies, either.
So what's going on here?
This could be a sign that JPMorgan Chase is considering a complete agency overhaul rather than just the digital review it has confirmed.
Its total ad business was $2.35 billion in 2011, <a href="http://adage.com/article/cmo-strategy/jpmorgan-chase-names-claire-huang-cmo/236923/">according to Ad Age's Data Center.</a>
Saatchi &amp; Saatchi, McGarryBowen, and other agencies from an assortment of holding companies currently do a lot of JPMorgan Chase's ad business and would stand to lose if this were the case.
Or perhaps it is going an untraditional route and putting a lot of power in holding company hands.

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