Transforming In-House Production for Creative Agility

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How Johnson & Johnson built a centralized production engine to support over 45 brands, create cost efficiencies and unite internal stakeholders

Like many corporate marketers, brand managers at Johnson & Johnson worked with a large roster of production partners, facing inevitable delays when working between creative and production, while factoring in each vendors’ different types pricing and processes. To capitalize on the power of their in-house agency, the company set out to build a centralized production engine could create content and consolidate all production across 45 brands to support nearly 60 different production tactics. Working with Wunderman Thompson, the team created a quick-turn, high-quality digital, multimedia and print asset production hub scaled across markets which encompassed a true partnership with internal groups such as IT, Sales, Marketing, R&D and procurement teams. During the first year, the new model delivered 14,000 projects, supported major launches including the COVID-19 Vaccine and resulted in a massive cost savings. In this session, the client and agency team will share how they approached creating a smarter and more agile way of working.