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A prudent question is one half of wisdom.

If the array of questions differ from the norm, then shouldn't the customer have all the answers. But as we are all customers - in one particular frame of mind, then shouldn't we have all the questions? Interesting, isn't it!

If one half of wisdom is the question -- and that means a really good/focused question -- maybe the other half is listening to it -- dialouge....

"Forty-two!" yelled Loonquawl. "Is that all you've got to show for seven and a half million years' work?" "I checked it very thoroughly," said the computer, "and that quite definitely is the answer. I think the problem, to be quite honest with you, is that you've never actually known what the question is." -- Douglas Adams And this is probably the most definitive explanation I've come across as to why [the results weren't what we expected | the client didn't like the work | the campaign failed]. Answers are the easy part. The hard part is getting to the right question.

Even the right question needs to be asked carefully. If it's uncomfortable for the client, she may stop coming for guidance. But then one might say, "That isn't the right question then!" Maybe that depends on whether the client is ready for the answer.

I think on the whole it makes sense, from a brand/company perspective. But this point of view doesn't take into account that there are a large number of us who have done things outside our current jobs/roles...and done them well. Letting the "experts" do their jobs is one thing -- discounting expertise because our job titles/company focus doesn't say the right thing is the surest way to get a bunch of people who don't think outside their disciplines...which is far worse.

Having been there as well I agree with the overall perspective. Bringing together a lot of "best of breed" players to solve client problems is usually a winning strategy. I think the overlooked role, and one that we should always work to "own", is that of ringmaster. Being able to orchestrate activity amongst the agencies and provide strategy to the client at the same time is of real benefit. When I was a client I often asked my agencies (inclding YRB) to partner with other agencies. What I didn't want to do was teach them how to play nice.

Becoming a Marketing Engineer: Positioning yourself in the centre, constructing, inventing and drawing together unique elements and applying them to a practical solution. The creation of “Spands” a network of complimentary brands that span an entire customer segment brought together by a group of experts in their individual fields. Like the Engineer it requires one who has the imagination, the vision to bring together these complimentary components so that they may contribute more than the sum of their individual parts. Building a bridge that spans the gap between alliance partners and their customers. Understanding the interactivity of individual components and drawing them together in a meaningful way to fulfil a desired outcome. "Engineering is not merely knowing and being knowledgeable, like a walking encyclopedia; engineering is not merely analysis; engineering is not merely the possession of the capacity to get elegant solutions to nonexistent engineering problems; engineering is practicing the art of the organized forcing of technological change... Engineers operate at the interface between science and society..." — Dean Gordon Brown; Massachusetts Institute of Technology (1962) It is about possessing enough knowledge to feed the imagination and then creating the recipe that will make it desirable to others.

Couldn't agree more ... "The sum of the parts is greater than the whole".

Critical points -- expertise is, in fact, a sum total of what you know in and out of the job. If you have an area that you can contribute to -- shame on us if you are not utilized and shame on you for not letting people know. I always beleive experience gained outside of our business and network creates a more rounded and interesting resource. I'd also add that expertise is also knowing what it is you dont know. Think about the "Spands" notion -- I love it!! Marketing Engineers -- great concept. Years ago I tried to change the titles of Account Management types from Account Executives/Supervisors etc to Navigators -- same idea....got a lot of publicity -- didnt fly....