Building a Borderless Workforce With Creativity, Culture, and AI
Marketing and advertising firm Ogilvy is careful never to refer to itself as a “legacy” organization, despite its storied history. “It feels a little stodgy,” Maria O'Keeffe, global chief people officer, Ogilvy, said during a fireside chat at From Day One’s October virtual conference. “We are a founder culture. There was one individual [David Ogilvy] who created Ogilvy. We believe in being a legendary brand.” The organization’s legendary status is rooted in its work's ability to transcend geography and culture. And it does this not only through its products, but within its corporate culture as well. During the session moderated by Nicole Smith, editorial audience director at Harvard Business Review, O’Keeffe shared how the firm builds a borderless workforce by integrating talent across regions while honoring local identities. Borderless Creativity Ogilvy’s workforce is spread across 120 offices in 90 countries, with major clients including the Coca-Cola Company, IBM, Nestle, Unilever, and PWC, to name just a few. “We have breadth and depth pretty much in every corner of the world that you can possibly imagine,” O’Keeffe said.The organization’s “borderless creativity”" approach shapes its business. “It defines both how we work and what our end product should look like,” she said. The client’s ad campaign is always the priority, then internal talent is matched to it regardless of their location. And the end product is just as “borderless” as the talent that creates it. “We want to ensure that our campaigns are multifaceted and not single output, so they can be interpreted culturally very differently from market to market,” O’Keeffe said. Nicole Smith of Harvard Business Review interviewed Maria O'Keeffe of Ogilvy during the fireside chat (photo by From Day One)One of Ogilvy’s most iconic examples of this approach, O’Keeffe says, is its work for longtime global client Dove. Ogilvy’s “borderless creativity” has kept Dove’s “Real Beauty” campaign alive and relevant for decades across diverse markets. For example, Ogilvy is helping Dove get the Crown Act passed in the United States, to help combat racial discrimination against Black women in the workplace due to cultural hair styles. Meanwhile in London, Ogilvy and Dove launched the “Turn Your Back” campaign, encouraging young women not to use filters on social media to alter their true appearance, but instead to turn their back to the camera. While the elements of both campaigns are country-specific, the themes and goals are universal. “Those are examples of [how] we try to find the issue in the local market and then create a campaign that can be borderless and applicable across the board,” O’Keeffe said. Building Culture Across BordersDespite its global spread, Ogilvy maintains a cohesive culture among all its employees from the moment they join the team. “Every single new employee goes through a global onboarding that is consistent in every market. We have it translated into multiple languages to make it something that people truly understand,” O’Keeffe said. “Our values are global, and we don’t deviate from those values. Those are disseminated, they’re on walls, they’re on documents, they’re in communications.” But the organization also recognizes that naturally, there will be cultural differences from office to office and country to country, and that diversity should be embraced. “There’s certain tenets of the agency, like borderless creativity, that drill down into every single employee's experience,” she said. “But from there, we recognize that every region and every market has different cultures, and so we rely upon the leaders and team members in those markets to create a culture that is complementary to the global one, but very personal to the local one.” This is accomplished by having the company’s inclusion and impact teams create employee resources groups that respect the needs of each market. “Our expectation is that we meet people where they are through local leadership and regional leadership.” Technology is the key to building this culture quickly and effectively, O’Keeffe says. Ogilvy broadcasts local, regional, and global town halls to encourage ongoing and open communications that feel “conversational.” Employee surveys can help drive data, but rather than a cold email detailing the results, O’Keeffe and her team will create a video sharing the stats to make it more personal. Quick and efficient communications have also been integral in tackling recent political turmoil that can affect employees. The changes to H1B visas, which now cost $100K as opposed to the previous cost of just a few thousand dollars, “impact the decisions that you make around your workforce globally [including] talent acquisition and workforce planning,” said Smith. For HR, O’Keeffe says, knowledge is power. Stay on top of the latest news, find out how other organizations are navigating the changes, and rely on partnerships with governments and agencies to help you understand best practices. Tackling Changing TechnologiesAdvancements in AI are changing the way employees do business at Ogilvy. But it’s also inspiring some trepidation in workers who fear being replaced by machines. O’Keeffe and her team have stayed on top of the messaging and encouraged early adoption. “We pride ourselves on the human brain, and the creative product that comes out of that,” she said. Employees are encouraged to use Ogilvy’s proprietary AI tool WPP Open each day. “It gives us AI as a creative partner. It helps us mock-up ideas quickly,” she said. AI can also provide feedback on cultural nuance, letting employees know whether an idea that works in one region could have a negative connotation in another. And workers in administrative roles use AI to create outlines and summarize meetings, saving them time and boosting efficiency. Organizations must embrace AI to stay relevant, O’Keeffe says. “I don’t know a company that will survive without doing that.” AI adoption hasn’t been formally written into the organization’s strategy and KPI’s yet, she says, because “we wanted it to be a voluntary, comfortable, safe space for people.” For now, Ogilvy is monitoring AI usage on employee laptops to better understand how it’s used, whether it’s effective, and if additional training is needed. O’Keeffe says Ogilvy embraces a notion of “divine discontent.” “We never want to be too comfortable. This is an industry that is made up of diverse perspectives and diverse ideas, and so ‘divine discontent’ for us means hearing different perspectives in uncomfortable ways. We debate and we disagree and we poke holes in the work deliberately, because it’s important that the work that we do is culturally relevant,” she said. All of this comes down to a willingness to learn and grow, which has been a core tenet of O’Keeffe’s own career. She encourages anyone working in HR who wants to move into a global position to adopt an inquisitive attitude. Earlier in her career, she actively sought out opportunities that allowed her to travel and meet workers from around the world, far outside her home base of Chicago, and has now been in global leadership positions for nearly 10 years. “You have to be curious. You have to be open to new experiences, new ways of doing things, new points of view,” she said. “Listen. Ask a lot of questions. Be uncomfortable. Raise your hand for the things that you’ve never done before with people you’ve never done it with.”Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost, Top Think, and several printed essay collections, and she has appeared on Cheddar News, iWomanTV, On New Jersey, and CBS New York.(Photo by Noko LTD/iStock)
Katie Chambers
November 11, 2025
