2. As is the case with Jerimiah Owyang, due to the nature of his ‘role’ David has been limited to the ‘customer’ side of design. As far as I’m concerned there is far more potential and far more need for the sake of the GDP to have great design resources on the Enterprise side (with a focus on employees and their ability to do their work better).
3) Because of 1) I’m sure CM is aware of David’s need to stretch his legs a bit more and capitalize on 2).

2. As is the case with Jerimiah Owyang, due to the nature of his ‘role’ David has been limited to the ‘customer’ side of design. As far as I’m concerned there is far more potential and far more need for the sake of the GDP to have great design resources on the Enterprise side (with a focus on employees and their ability to do their work better).
3) Because of 1) I’m sure CM is aware of David’s need to stretch his legs a bit more and capitalize on 2).

Totally agree on the rebalance. I posted a similar sentimen on Peter Kim’s blog in response to the P&G Tide Hack Night situation.

Both benefited from the relationship. But if we were looking at a scorecard I’d see David ahead. At a tactical level I’m assuming he’ll continue to write for Adweek. If he does Critical Mass loses a major chip, no?

Totally agree on the rebalance. I posted a similar sentimen on Peter Kim’s blog in response to the P&G Tide Hack Night situation.

Both benefited from the relationship. But if we were looking at a scorecard I’d see David ahead. At a tactical level I’m assuming he’ll continue to write for Adweek. If he does Critical Mass loses a major chip, no?

You’re assuming that lucrative = money . Check out my post on the TPRP model for employee value. Money isn’t the end all.

Your departure hurts Critical Mass because good talent is hard to find. It took Fallon nearly 5 years to overcome the loss of Lubars and Flatt.

When I left DRAFT a certain piece of business was transferred to another agency. The impact of employees leaving is always felt – even when the employee is the janitor.

I’m sure CM knew the risk of allowing you to attend the events and publish. If they didn’t that’s a bigger problem. Like you said in the adweek comments there wasn’t anything they could do to keep you – it was about the evolution of you; that’s why I know it’s not just about money . But would you be ready for this evolution – more importantly would others think you’re ready if CM hadn’t invested in you?

You’re assuming that lucrative = money . Check out my post on the TPRP model for employee value. Money isn’t the end all.

Your departure hurts Critical Mass because good talent is hard to find. It took Fallon nearly 5 years to overcome the loss of Lubars and Flatt.

When I left DRAFT a certain piece of business was transferred to another agency. The impact of employees leaving is always felt – even when the employee is the janitor.

I’m sure CM knew the risk of allowing you to attend the events and publish. If they didn’t that’s a bigger problem. Like you said in the adweek comments there wasn’t anything they could do to keep you – it was about the evolution of you; that’s why I know it’s not just about money . But would you be ready for this evolution – more importantly would others think you’re ready if CM hadn’t invested in you?

Good question. I’m not sure I have the answer. Here’s what I think I think

1. The concept of a mutual exchange between organizations and employees is rarely in place. The company seems to forget that they need to invest in, nurture, and empower an employee. The employee seems to forget who gave them the opportunity happens in sports all the time.

2. Julie Roehm said it best when she described that clients aren’t buying agencies, they’re buying people. Clients will choose 1 agency over another because of people/talent. When that talent leaves clients have and do leave as well. It’s for this reason that I think Critical Mass faired worse.

I don’t think anything was done maliciously, nor do I
think that this was part of David’s plan from the beginning. But, I do believe CM funded and enabled him to get to the place he is today. Basically Critical Mass created the situation they are in now. This isn’t unlike a sports team drafting a player, promoting him, teaching him, and funding his growth only to see him bolt for the Yankees.

Good question. I’m not sure I have the answer. Here’s what I think I think

1. The concept of a mutual exchange between organizations and employees is rarely in place. The company seems to forget that they need to invest in, nurture, and empower an employee. The employee seems to forget who gave them the opportunity happens in sports all the time.

2. Julie Roehm said it best when she described that clients aren’t buying agencies, they’re buying people. Clients will choose 1 agency over another because of people/talent. When that talent leaves clients have and do leave as well. It’s for this reason that I think Critical Mass faired worse.

I don’t think anything was done maliciously, nor do I
think that this was part of David’s plan from the beginning. But, I do believe CM funded and enabled him to get to the place he is today. Basically Critical Mass created the situation they are in now. This isn’t unlike a sports team drafting a player, promoting him, teaching him, and funding his growth only to see him bolt for the Yankees.