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engagement in a borderless, digital world. Yes, this of course, the acquisition is considered a success

means operating in a complex environment. We are with net new business wins of nearly $9 billion in

a service business, so we have to gure out how to billings achieved from the time of completion of the

mitigate the cost of this for our clients. Marketing acquisition to date. Ninety percent of management

today is central to their businesses, and we have to was retained.

push ourselves to be at the center of data, ecommerce Overall, Tim Andree believes that Dentsu’s role

and mobility in a world where more transactions is to support acquired companies, respect their

mean more data. We must have the ability to bring individuality and cultures, but also help make them

together the right specializations in an integrated better. Counter to most industry trends, Dentsu’s
way to create holistic solutions for our clients, for our acquisitions often have their best years after their

employees, and for our shareholders.”
purchase. He cites how Mcgarrybowen and 360i have

Dentsu, of course, has always had a “through the had successive years of strong growth after becoming

line” mentality, and continues, for example, to keep part of Dentsu.

creative and media under the same roof. “We believe When asked about the magic he enables, Tim

in integration with key specializations. When we Andree simply states, “A new kind of network

acquire, we are cautious. Not every company is right requires new kinds of people. Our goal is innovating

for us. We aim to retain all talent and leadership, the way brands are built.”

then build a bene cial matrix where roles are He adds, “Our strategy is not to simply buy

clari ed, but the entire organization is designed
companies. Acquisition is to help meet our clients’

for collaboration. All compensation, bonuses, and strategies. Companies are valuable cultures, not

behaviors are geared to integrate services for the assets. Shared, common visions matter, and it is

greater good of our clients.”
a competitive advantage when people are aligned.

He admits that there was great industry Scale isn’t everything any more. Of course, scale

skepticism about the potential for success of an matters, but what matters more is momentum--

Aegis acquisition by Dentsu. “People assumed
ask any athlete. We believe we are creating a new
that a Japanese company and British company
momentum. When people are winning, you create
wouldn’t work. But I think culture, and cultures
the kind of spirit that really gets people engaged.”

can be different as long as they share values and Tim Andree is also well-known for shifting

visions. They can be homogenized even with great attention from himself and focusing it on the

diversity. Plus, a different culture can add a lot to an executives who run his companies. His team

organization when driven to accomplish the same sensibility and drive to put the needs of clients

mission.”
and the organization rst, makes him a rare CEO

Andree adds that Dentsu and Aegis were these days. Interestingly, he has often been quoted

complementary from the start. “Dentsu was as saying, “There are people in business that

strong in Asia, Aegis was strong in Europe, and think leadership is power and control, and people

both were growing rapidly in the Americas. Both who think leadership is service. That’s why I’m

companies believed in eliminating silos. Dentsu comfortable at Japanese companies.”For those

operated on a single, integrated P&L. Aegis was unfamiliar with Japan’s deeply-ingrained devotion to

doing the same. Our emphasis was on creating service, bear in mind that it is common knowledge

synergies and learning from each other, especially to accept that “the customer is god.” In the US, of

in regard to business models that worked.” Today,
course, he’s only king.

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