CRAFTING SUCCESS: HOW HOLISTIC LEADERSHIP TRANSFORMS A CREATIVE AGENCY

October 7, 2023 Guest User

In an industry driven by creativity, structure and strategy might seem out of place. Yet, as the evolution of Vitalstrats Creative Solutions Co. (VCS) has shown, a holistic approach can bring about substantial improvements within a company, ultimately yielding more favorable results.

VCS was founded in 2004, during an era when social media was in its infancy and manual processes were the norm. At the outset, VCS lacked a concrete business model, and everything was painstakingly developed from the ground up through a process of trial and error.

Before the arrival of Ms. Maria Teresa Joson, affectionately known as TJ to those close to her, VCS operated predominantly as a creative haven where the primary focus was on artistic outputs rather than financial aspects. Led by Founder and Chief Creative Officer Amrei Dizon, the team was deeply immersed in the creative process, and profitability wasn’t the driving force. Although she possessed creative prowess, Amrei’s background lacked the structure and routine often associated with business operations. But then, VCS successfully addressed the absence of financial systems with the assistance of its talented team members.

TJ’s involvement with VCS led to a series of transformative changes, all pointing to a more systematic, efficient, and profitability-driven direction. She successfully ushered in these changes by integrating her banking experience into our systems.

A Dual Perspective

It’s sometimes difficult to comprehend how traditional business principles can be innovatively integrated into the creative sphere. But when individuals are able to do so, strategic leaders across advertising and marketing fields can gain valuable insights to expand their businesses. VCS achieved this by fostering a symbiotic relationship between the traditional and creative sectors.

TJ and Amrei reconnected in VCS’ 7th year, when the company still had CRT computers, a logbook for attendance, and an enveloped payroll. Unfulfilled with her work, TJ left the financial sector and joined VCS as a consultant. Soon enough, she identified the necessity for administrative, HR, and financial management within the agency and eagerly assumed these responsibilities. She aimed to derive satisfaction from contributing to VCS's growth.

Transitioning from the black-and-white banking world to a creative agency placed TJ in the center of a “culture crash.” She admitted that exploring gray areas in the advertising industry was quite challenging. However, she learned to adjust over the years and mastered the ins and outs of working for a creative agency.

Given her background in banking, VCS gained an invaluable insider's perspective. TJ could adeptly convey the mindset of bank managers and executives, offering the creative team a distinct client viewpoint—a dimension previously absent from our process. We then championed the initiative to educate clients about our creative methodologies. This established mutual collaboration and ensured that our creative endeavors aligned seamlessly with business objectives. Essentially, we successfully closed the divide between abstract creativity and concrete outcomes by integrating elements of logic, analysis, and strategy into the creative process.

Amrei and TJ didn’t expect that their reunion would lead to a remarkably fruitful partnership, proving the importance of networking and diversity in professional experiences when growing a business.

The Infrastructure of Innovation

In VCS, streamlining systematic processes is essential to ensuring that creativity isn’t lost in chaos. TJ is one of the people who streamlined the non-creative aspects of VCS and established proper systems to professionalize the agency.

One of the most significant systems she introduced was the digitization of payroll through ATMs in 2012. The company’s transition to digital banking was not just a modern move but a strategic decision. Before TJ’s involvement, VCS disbursed salaries in cash envelopes, even when ATMs were already predominantly used. This stems from the limitation that, as an SME, VCS faced a lack of accessible payroll banking services tailored to small businesses. These services typically demanded a minimum employee count.

TJ’s banking experience informed her decision to modernize this system, setting the stage for further digital transformation in the company. This step marked the beginning of our digital journey, ultimately providing us with the strategic advantage needed to seamlessly implement a work-from-home setup in response to the challenges posed by the pandemic.

Following this development, the team adopted Basecamp, a project management system that improved coordination, progress monitoring, and timeline management. In connection with this, we placed greater importance on documentation for all correspondences. This reduces misunderstandings and missed details, which clients appreciate as it guarantees that no aspect of their requests gets overlooked.

We were able to shift towards a more proactive work model. Rather than sitting idly and reacting to problems as they emerge or relying on clients to identify potential obstacles, we now proactively predict challenges and devise preemptive solutions.

Having defined processes guides creative professionals not only to produce great output but also to submit it before deadlines hit. These processes are extremely important given that creatives often become deeply absorbed in their creative bubble, sometimes losing track of time.

TJ shared, “Systems and processes are vital in channeling their creativity in a more structured way, and when equipped with this, a creative agency can thrive.”

Embracing Digital Transformation

Aside from transitioning to digital banking, VCS also implemented a comprehensive digital transformation. TJ spearheaded the digital overhaul of core processes across finance, HR, marketing, and operations. Each department embraced certain digital tools designed to boost efficiency and productivity, resulting in smoother communication and quicker decision-making processes.

This allowed VCS to have a remote work infrastructure. Having systems that are predominantly digital even before the pandemic placed us in an advantageous position. When the need arose to shift into a remote-first setup due to the pandemic, the transition was smooth. Team VCS could access essential tools, collaborate on projects, and communicate with clients seamlessly.

Balance of Brain Hemispheres

VCS believes that creativity extends far beyond mere artistic inclination and is most potent when underpinned by a clear structure. The balance between these two seemingly contrasting elements is key to delivering solutions that resonate with our target audience while maintaining clarity and precision.

People with a strong left-brain inclination, often associated with logical and structured thinking, have the potential to greatly enrich a traditionally right-brained setting. Creativity also entails the ability to perceive ideas, alternatives, or possibilities that can be harnessed to solve problems effectively.

To strike the balance between creativity and structure, VCS uses established frameworks like the customer journey map and the value proposition canvas as reference points. These frameworks also ensure that the team’s creative efforts are in sync with the requirements, motivations, and difficulties of the target audience.

Furthermore, we believe that flexibility is the key. Working in the creative industry taught her that challenges could only be resolved by being flexible and adaptable. While there are standard operating procedures, TJ said that the team should always be open to discussions on how to make any situation better for both us and our clients.

The People-Centric Approach

Our hiring process has undergone a transformative evolution, marked by a combination of inclusivity, clarity, and innovation. We remain dedicated to inclusivity. As a company owned by individuals who identify as LGBT and neurodiverse, VCS wholeheartedly welcomes a diverse workforce, appreciating the wealth of perspectives and ideas it contributes. This commitment to inclusivity is not a mere symbolic gesture; it is an integral part of our identity and influences every choice we make in our hiring process.

As VCS’ Managing Partner and Head of the Human Resources department, TJ ensures that every team member metamorphoses into the best version of themselves. She mentioned that technical expertise is not the primary criterion they use when selecting someone to fill a role.

“In VCS, we look at an individual’s potential and, most of all, character,” TJ shared. “It is so fulfilling on my part to see that the candidates I have screened and selected are making the most of the opportunities given to them,” she added.

At VCS, character holds more importance than one’s abilities. We believe in the potential for growth, and it’s harder to find someone who shares the same values and principles. Moreover, we find deep satisfaction in witnessing the team's success, both within and beyond the confines of VCS.

We also place a strong emphasis on creating an environment where every voice is heard—a practice she views as highly beneficial for the entire company. When team members feel assured that their insights are valued and can be freely expressed, it paves the way for an environment in which creativity can thrive even more profoundly.

The Never-Ending Journey to Learning

VCS' journey to success underscores a fundamental truth: it's not just about creativity or strategy in isolation, but the harmonious blend of both that creates something truly exceptional. As we've seen, the synergy of diverse elements can yield remarkable results. Holistic growth and success often emerge from the convergence of diverse talents and perspectives.

As we’re nearing our 20th year, we plan to embrace more of the power of synthesis, as this propels us towards new heights of achievement. We will persistently employ this comprehensive approach to ensure that the company develops all its facets, fostering continuous growth within our team.

Last 2018, we kicked off our anniversary month with a team building activity at Tanauan, Batangas because we believe that a team is only as strong as the relationships among its members.

This 2023, we had another team building activity at Casa Anahao. These group activities serve as a valuable platform for recalibrating our leadership skills. Let's take a look at the standout moments from our 2023 team building event.

VCS has really come a long way, and it's been quite the journey! Check out our "Debut video" with these 18 messages from former VCS team members, clients, and partners.

Let's jump back a few more years! Who said 13 is an unlucky number? When we commemorated our 13th year, we gleaned a wealth of wisdom from our adventures and experiences.

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