CLOSE-UP: NEWSMAKER/GRANT DUNCAN; Mr Nice gives GGT his special kid-glove treatment

GGT takes a new shape in the hands of its managing director, Karen Yates says

GGT takes a new shape in the hands of its managing director, Karen Yates

says



The trouble with Grant Duncan is that he won’t be rattled. Three

quarters of an hour of needling about his new blueprint for GGT -

announced in Campaign last week - and Mr Unflappable is still calmly

plodding through its virtues in perfect advertising speak.



This is a problem. It means this article could be yet another story

about an agency reinventing itself, or it could be a rip-roaring bun-

fight where the swashbuckling architect of GGT’s master plan defends his

brainchild to the death. But Duncan is too polite to swash. And if he

has a buckle, he keeps it under tight wraps during encounters with

journalists.



The truth is that one year into the job, Duncan is still patiently

feeling his way around as managing director of an agency with a pretty

stormy past. With two of the toughest cookies in the business looking

over his shoulder - the chairman, Mike Greenlees, and the European chief

executive, Jan Hall - Duncan hasn’t got time to dally in making GGT zap

along like the old days. And, as usual, the place is full of strong

characters with strong opinions on everything from advertising to what

colour to paint the walls.



To the outsider, this spare-framed, softly spoken, unperturbable Scot

looks an unlikely choice. You would call his presentational style

encouraging rather than inspirational - a doer rather than an ideas man.



However, insiders will tell you that this is exactly what he was chosen

for: to be a facilitator. The yoke that pins down wildly disparate and

strong-willed personalities, and hitches them, as it were, to the same

wagon.



In this, he has undoubtedly been successful. Former staffers tell of a

course they attended in which each of GGT’s top managers had to be

‘sold’ by a different advertising campaign. The slogan they came up with

for Duncan was ‘nicer than God’.



‘The management of GGT had never all pulled in the same direction until

Grant got there,’ one remembers, ‘he was a very calming influence.’



But as well as those who admire Duncan’s likeability, there are others

who doubt his ability to do a task as big as the one in front of him. In

fact, some are surprisingly vociferous about this mild-mannered man:

‘He’s weak and unimaginative,’ one colleague from Duncan’s days at

Collett Dickenson Pearce, says. ‘He has zero grasp of creativity and

creative people. I’m astounded he’s in the position he’s in...I guess it

must be as Greenlees’ puppet.’



Duncan, true to form, is completely unfazed by rude questions about how

he got the job. He and his colleague, Rosie Doggett, were both deputy

managing directors for two years while Greenlees combed the city for a

suitable top man. Then, in August of last year, he apparently caved in

and appointed Duncan. Surely that makes him feel a teensy bit like

second best?



‘I’ve never asked the question [of why I was given the role],’ he calmly

says.



This sounds like a porkie, but the delivery is made with a straight bat.

‘I was asked to take the job and I took it. I’d like to think the

decision was based on a real evaluation of my capabilities in the role,’

he adds.



It was Jim Kelly who hired Duncan just before he quit to set up his own

agency, Rainey Kelly Campbell Roalfe. Duncan had spent all his formative

years at CDP, from his time as a junior account man to client services

director, and Kelly felt that his patient, even-handed approach through

the tempests that rocked the agency would be valuable to GGT. ‘My view

on Grant,’ he says, ‘is that he should have been made managing director

a year before he was.’



But we digress from the vision of GGT’s future. In keeping with his

egalitarian approach, Duncan freely admits that GGT’s new wunderplan is

not his. The ideas had been kicking around for more than a year, he

says. He merely made it happen.



In essence, it divides the agency into two. Creatives will now sit with

planners in a revamped semi-open-plan area, while the suits will sit

with production on another floor. This, Duncan says, never putting a

step wrong with the patter, will stimulate creativity and improve

efficiency. Work in progress at the agency will be fostered and

lubricated by a new breed of thought police, the process managers,

headed by an ex-army man, Chris Green.



But isn’t this yet another St Luke’s lookalike? Not at all, says the PR

machine. The only agencies that are going to come through the 90s are

those that change with the times etc, etc.



So is Duncan, despite his bland exterior, the man to take GGT through

the 90s? The people he works with say yes. Unstatesmanlike, perhaps, but

beneath his impenetrable public relations patina, he’s the kind of bloke

who can laugh and joke with an ordinary joe and still bond with

advertising’s big ‘characters’ without ruffling their feathers. So a

bonder then, a weaver of elements into a whole rather than a visionary.

If GGT wants that right now, then Duncan’s the man.



Paul Smith, executive creative director at Grey, perhaps sums up the way

many feel about Duncan. Smith worked with him for a number years at CDP

and was astonished to find that Duncan had made it to the top at GGT.

‘If you ask anyone who has worked with him, they wouldn’t have said he’d

have been head of anywhere,’ he says. ‘He is just too nice.’



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