MG OMD's Robert Beevers explores how shifting from rigid job descriptions to a task-based model creates more adaptable, inclusive, and commercially successful teams. Drawing on Moneyball and automation trends, he examines how businesses can structure work to better match people’s skills to where they create the most value.
I love working in advertising, in particular being part of the team at MG OMD. Yes, as an industry, we face enormous technological, commercial and political disruption, we have challenges with working conditions and inclusivity, and a steady habit of making things more complicated then they ever need to be. But as a perennial oddball; someone who can be a bit weird, awkward, shy, occasionally obsessed with pandas, and a complete and utter geek. I love that this industry and MG continually provide me with environments where those quirks are not just tolerated but valued.
AI isn’t just about efficiency, it’s about redesigning work in a way that is more inclusive and valuable. Instead of replacing jobs, AI allows us to rethink how work is structured, ensuring that automation removes barriers rather than reinforcing old inefficiencies.
I count myself very lucky to be where I am now, and excited that the disputation on the horizon represents a great opportunity for our industry to become an even better place to work, but only for those who get their act together.
For a long time, I've been fascinated by how businesses structure work, and I’ve come to believe that we are clinging to outdated models that no longer serve us. In many ways, this reminds me of Moneyball. Billy Beane understood that his job wasn’t to replace players, it was to replace outputs. We face a similar need in advertising, the need to stop thinking about replacing full-time employees like for like and instead focus on delivering the outputs we want in the most productive and valuable way. We need to rethink how we structure work itself. One approach is shifting from rigid roles and job descriptions to a model that prioritises tasks and outcomes. Roles define a person's responsibilities in broad terms, often shaped by legacy structures, while tasks focus on the specific contributions individuals make to projects and business objectives. By rethinking work through the lens of tasks, we can better match people’s skills to where they create the most value.
Job descriptions were originally created to provide structure in predictable, industrial environments, but in many industries, especially advertising, they have become outdated constraints. Rather than enabling efficiency, they often reinforce conformity, limiting opportunities for those whose skills don’t fit a predefined mould. The result is inefficiency, talent mismatches, and rigid hierarchies that slow progress. A shift toward task-based structures would allow individuals to contribute based on their strengths, fostering more inclusive, adaptable, and commercially successful workplaces.
For years, we’ve been told that AI and automation will replace jobs and unfortunately, because business instinct is to search for efficiency first and improvement second, we are starting to see instances of this. However, the reality has to be more nuanced. AI should not wipe out work, but it must force us to rethink how we structure it. The bigger risk isn’t robots taking over, it’s organisations clinging to outdated ways of working while the world moves on.
At the Hay-on-Wye Literature Festival, I had the chance to hear Daniel Susskind speak about this in A World Without Work. His argument wasn’t just that automation will reduce the demand for human labour, but that it forces us to reconsider how we define work itself. If technology takes on an increased share of repetitive tasks, what remains for humans shouldn’t just be the leftovers; it should be the tasks where individuals can actually create value.
AI isn’t just about efficiency, it’s about redesigning work in a way that is more inclusive and valuable. Instead of replacing jobs, AI allows us to rethink how work is structured, ensuring that automation removes barriers rather than reinforcing old inefficiencies. The right question isn’t whether AI will take jobs and how much money that saves, but which tasks should AI handle, and which require human creativity, expertise, and leadership to get to a better output?
This shift in what work actually consists of raises a bigger question: if AI takes over repetitive tasks, what remains for humans? Daniel Susskind makes the distinction between meaningful work and meaningful leisure, arguing that automation forces us to rethink the purpose of work itself. A task-based approach ensures that what remains for humans is not just filler but the work that requires creativity, expertise, and problem-solving the tasks AI cannot replicate.
Rather than fearing automation, we should view it as an opportunity to create a more adaptable, inclusive workforce. AI enables businesses to reallocate human talent where it has the most impact, allowing people to focus on strategic thinking, innovation, and relationship-building, rather than being trapped in rigid job descriptions that no longer serve them.
If we want to build a better future for work, inclusivity and equity must be at its core. Despite the increasingly polarised and let’s face it, often incorrect global narratives we sometimes hear, we have the responsibility to be both commercially successful and equitable in opportunity.
Rigid job descriptions and static hierarchies create barriers that limit commercial value. These outdated systems fail to accommodate the diverse ways people contribute to business success. They constrain talent, reinforce outdated norms, and overlook the strengths of individuals who don't fit into traditional moulds or working patterns.
By shifting to a task-based approach, businesses can better align work with individual strengths. This ensures that people contribute based on their unique abilities rather than being boxed into rigid, predefined roles. The benefit is not just greater inclusivity but also improved commercial outcomes; companies that embrace diverse ways of working consistently outperform those that do not.
A task-based approach represents an evolution towards a more effective and inclusive way of working. By shifting focus from rigid roles to task-based contributions, businesses can create environments where people of all backgrounds, ages, and work styles can thrive.
A task-based approach directly addresses one of the biggest structural flaws in our industry: the undervaluation and commercialisation of experience. By moving away from rigid roles and focusing on tasks, we can create workplaces that retain deep expertise while developing new talent. Younger talent stops being just billable hours and starts being an investment. Less pressure to fill roles means more time for learning, skill development, and actual critical thinking.
By moving away from outdated job descriptions and rigid hierarchies, we can create a work environment that fosters both creativity and efficiency. This shift isn’t inevitable—it’s a deliberate choice. Those who embrace it will unlock more sustainable, creative, and equitable ways of working. Those who don’t may find themselves outpaced by organisations more willing to evolve.
Robert Beevers is Chief Effectiveness and Analytics Officer at MG OMD
For more on creative an inclusive workplace, check out the IPA Talent & Diversity Conference on Wednesday 30 AprilThe opinions expressed here are those of the authors and were submitted in accordance with the IPA terms and conditions regarding the uploading and contribution of content to the IPA newsletters, IPA website, or other IPA media, and should not be interpreted as representing the opinion of the IPA.