By Paul Sears
I’m a recovering ad guy of nearly 15 years. Sure, there were highlights -- celebrities, commercials, multi-million-dollar campaigns. And some lowlights: among them, a constant game of chicken-and-egg between creative and media. I picture a stalled assembly line where no one can decide who goes first. This froze countless projects. But to be fair, I realise it’s hard to take that first leap of faith.
Upon entering advertising rehab, I took a friend’s advice and became an Agile Scrum Master. Later I also became an Agile Scrum Product Owner. While the classes are for software creators, it was surprisingly easy to adapt the concepts to marketing. Agile helped me rethink the premise that creative and media have to happen in sequence. “What it says” and “where it goes” are one problem to solve, not two.
Let’s take the linear assembly line and make it a figure-eight shape. Tiny boxes containing small increments of brand value fly around at high velocity, colliding to spark compelling customer experiences. On the figure-eight, there’s no hierarchy, no sequence -- just one big team working in a continuous loop. “What it says” and “where it goes” always go together.
It starts with culture change. Good ideas don’t just spontaneously come from anywhere, they must be cultivated from everywhere.
It also requires a big-picture view. I reminisce on the account planning convention of breaking every big problem down into tiny slices -- briefing, reviewing and approving each initiative in isolation. Perhaps one or two people on the team see the whole problem, while most others just make stuff. Agile thinking would suggest this vastly undersells the team’s capability. Good ideas come from access to information. The “smart people” need to get in the weeds, and the “doers” need to be invited up to 10,000 feet.
The workflow looks a lot different. I lose creative friends when I talk about briefing on Monday, looking at work on Tuesday, outlining our presentation on Wednesday, polishing the deck on Thursday and presenting it to the client on Friday. It sounds like a death march, but it’s actually totally achievable, and I’d venture to say a lot more fun:
In an age of radical fragmentation, brand relevance comes from delivering the right increment of value to the right person in the right place at the right time. It’s a four-dimensional moving target easier to miss than it is to hit. It requires opening minds, breaking down barriers, rethinking processes and empowering teams with a big picture view. It means solving “whole problems” together as a team and working in real time. Brand relevance all comes down to the lowly meeting invite. Answering “what it says” and “where it goes” the right way, requires everyone at the table.
Paul Sears is Executive Vice President, Brand & Engagement Strategy. With nearly 20 years in advertising, social media, content and brand strategy, Paul spends most of his time helping clients sharpen their strategic focus at the brand level or for individual products and campaigns. Find out how we can help drive your brand relevance here.