"GSD&M is taking a decidedly less dystopian approach to learning and adopting AI across the full-service agency, but it still involves games. The Omnicom-owned has for several months been working to upskill its employees across all divisions in AI by essentially gamifying the spread of its knowledge, replete with leaderboards showing who's been the quickest or most effective to adopt AI strategies, tools or functionality."
""In some cases, you have experts or people that are truly passionate and curious [who] oftentimes have a tendency to hoard the information or knowledge," said Newman. "In this case, the three of them had the opposite inclination, and we've really benefited from that. They were inclined to figure out how they can get the agency to upskill and adapt AI technology across everything that we do, and the result has been really to engage a large number of people in using the tools.""
"GSD&M CEO Lee Newman explained that the approach organically developed when three of the agency's executives - executive creative director Maria D'Amato, vp of technology and innovation David Forbert, and vp/group director of decision sciences David Zwickerhill - opted to comb through the company to find the best opportunities to apply AI knowledge and expertise. According to Newman, the three audited hundreds of different workflows and identified where AI could impact across different departments and cross sections of the agency,"
GSD&M gamified AI upskilling agency-wide, using leaderboards and workshops to accelerate adoption of AI tools and practices. Three executives—Maria D'Amato, David Forbert, and David Zwickerhill—audited hundreds of workflows to identify AI impact points, matched use cases with tools and methodologies, and prioritized cross-departmental applications. Workshops had every discipline map tasks to AI opportunities. Gamification tracked speed and effectiveness of adoption. Selected practices may roll up to Omnicom if corporate integration proceeds, though broader adoption awaits Omnicom's acquisition closure of IPG. The effort emphasized open knowledge sharing rather than hoarding to engage many employees.
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