Filed under: Advertising, Agency Culture, Ambition, Aspiration, Attitude & Aptitude, Cars, Comment, Communication Strategy, Confidence, Consultants, Context, Corporate Evil, Creative Development, Creativity, Culture, Effectiveness, Egovertising, Emotion, Empathy, Experience, Focus Groups, Grifting, Logic, Love, Luck, Marketing, Marketing Fail, Perspective, Planning, Point Of View, Process, Relevance, Research, Resonance, Respect, Standards, Status, Stupid
We’re surrounded by processes and systems.
Each and everyone proclaiming to be ‘the right way’ to do something.
A way that claims effectiveness … efficiency … accuracy and performance are all but guaranteed.
And while it is true that in many cases, they increase the odds of good things happening … that’s all they do.
Sure, many have a ton amount of data accompanying them to back things what they say … but as we all know about data, when used right [or wrong] you can make it say or prove anything you want it to.
The reality is our industry, pretty much all these systems are less a shortcut to wealth and prosperity, and more an insurance policy against failure and destruction.
Nothing wrong with that other that it does the opposite of what many claim and instead, champions conformity more than liberation. But then what do you expect when many of the people doing the spouting of systems and processes have a vested interest in everyone using those very systems and processes.
Again, I’m not suggesting you ignore all these things. As I said, many play an important role in developing products and brands … however when someone suggests they’re ‘the secret to success’ and must be embraced to the letter – then you need to think about whose success are they really talking about.
It’s why I bloody loved this interview with Marc Andreessen – the businessman, venture capitalist, and [former] software engineer. Specifically the bit about ‘why hyperlinks are blue’.
OK, so he tries to rationalize it at the end, but fundamentally what he says is: “blue is my favorite colour”.
That’s right … the colour of our hyperlinks were chosen.
By a human.
Because he liked that colour.
Kind of reminds me of the ‘wings’ on a Cadillac.
There was absolutely no functional reason for them to exist other than the fact the designers just thought it looked better with them.
That’s it.
And with that, they turned a car into an icon. And here lies a key lesson …
Sometimes, the things we like are simply because we like them.
There may be many alternatives.
There may be other possibilities.
But at the end of the day, some choose things for no other reason than it works for them.
And at a time where everything needs to be justified … rationalised … reviewed and tested … I think those people deserve credit for backing their belief, judgement, vision and preference.
It’s easy to do what a system tells you to do.
It’s easy to follow what others tell you is right.
But it takes confidence to embrace what you believe is the right thing to do. And while I acknowledge some will suggest this approach is an act of ego and arrogance … when you consider how many of these ‘dot-to-dot logic™ systems and ‘researched-to-within-an-inch-of-their-life’ campaigns/brands/products fail to perform [often because the impact or output they create is deemed secondary in importance to the adherence of every step of whatever system or logic process you have committed to using] you could argue the person who backs their judgement is no less an idiot than the person who outsources all their responsibility to someone else?
Whether we like it or not, sometimes the best things are a product of someone doing something they preferred.
They will justify it.
They will rationalize it.
But underpinning it all, is their acknowledgment that before they can think about satisfying others, they need to satisfy themselves … and frankly I find that a pretty honourable act.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Authenticity, Collaboration, Colleagues, Communication Strategy, Confidence, Creativity, Culture, Effectiveness, Empathy, Equality, Fake Attitude, Fear, Harmony, Honesty, Loyalty, Management, Marketing, Marketing Fail, Music, Relationships, Reputation, Resonance, Respect, Trust
Following on from yesterday’s post, this is about the value of transparency.
Years ago, I wrote a post about a [then] new Police interrogation technique, which basically centered around empathetic transparency.
In essence, rather than use traditional tactics such as intimidation or ‘half-truths’ to obtain the information they wanted, they found transparency – without judgment – achieved much more positive results.
So, for example if someone asked if their actions were going to result in jail time, rather than give them the impression they will be OK if they hand over the information they want, they simply respond with the following:
“It is highly likely you will, but I will ensure the authorities are made aware of how you have helped us in this investigation”.
And then they actually ensure the authorities are made aware of how that person has helped in the investigation.
OK, it’s obviously more nuanced and complex than that … but the heart of this approach is the acknowledgement that people react more positively to truth than harmony.
And yet, despite this, harmony prevails in our lives.
+ We’ll keep your resume on file.
+ We’ll work with you in the future.
+ We like being pushed and challenged.
+ We will issue the payment this week.
+ We will introduce you to other companies.
There’s so many of these ‘daily’ statements of harmony going on in every office and company around the World … and while most are doing it because they want to avoid disappointing or hurting the other party, the problem is when it’s not true, it ends up creating bigger issues because people find out and then resentment cultivates and trust gets destroyed.
It’s why one of the greatest lessons I have ever learned came from the wonderful LTA of Wieden+Kennedy.
He said, “transparency is one of the greatest gifts you can ever give a client”.
That doesn’t mean you are a rude or selfish prick.
Nor does it mean you can act like a sledgehammer.
But it does mean you respect the other person enough to tell them the realities of the situation rather than the fantasy of it.
Not because you want to upset them or hurt them, but because you want to empower them …
To know where they stand.
To enable them to choose what to do next.
To own their situation rather than be owned by it.
And while you may all think this is just basic common-sense, in this age of toxic positivity it’s a pretty radical approach to commercial relationships.
But then, a lot of what we call relationships, aren’t these days are they?
More marriages of financial or outsourcing convenience.
Which may explain – as I wrote a few months ago – why one of my clients is so successful.
Because while relationships are at the heart of his business, not only does he understand they need to be mutually beneficial to encourage longevity, they need to be more than just convenience to be worthy of that label.
Put simply, relationships are built, not bought.
And the foundations of the best ones are always truth over harmony.
Filed under: A Bit Of Inspiration, Advertising, Age, Apathy, Attitude & Aptitude, Cars, Cliches, Comment, Complicity, Confidence, Creativity, Culture, Delusion, Effectiveness, Innovation, Insight, Leadership, Management, Marketing, Marketing Fail, New Product Mentalness, Perspective, Planners, Planning, Provocative, Relevance, Research, Resonance, Strategy, Success, Technology
One of the things I find hilarious about a lot of strategists, agencies and companies is how they talk about their openness towards innovation, but do all they can to maintain the status quo.
Oh, they’ll claim they give things a chance, it’s just their version of doing that is to immediately compare/judge any new approach against ways of working that have literally had decades to evolve and iron out any quirks … and so, generally, it is always going to end up being the unfairest of unfair fights.
However sometimes dismissal is not even about a lack of effectiveness.
Many times, it’s driven more by personal ego … where rejection occurs because a particular individual fears that any new methodology may result in them losing power and control and because of that, they’re openly hostile [and subjective] to anything being presented for consideration.
So what happens is the industry invents terminology that allows them to feel they’re being innovative but actually it’s all about conformity.
It’s why we hear the word ‘transformation’ banded about so much.
Oh when you hear that you think of acceleration … revolution … category redefinition … but what does it tend to really mean?
That’s right … it’s companies who have been left behind by years of ignorance/arrogance/complacently who finally realise they need to get their shit together so spend a fuckton of cash simply to be where everyone else has already been. The irony with this approach is that despite making such a big deal of their ‘transformation’, they still end up behind their competition because while they’ve been trying to play catch up, everyone else has been moving forward. Again.
But just as much as fearing innovation is harmful to your growth and potential, so is blindly accepting whatever new thing is available to you.
Far too often we’ve seen some companies embrace the new, shiny thing for the simple reason they want to be associated with the new, shiny thing.
Worse, they embrace it and then talk about it like it’s the finished article only to quietly move things aside when [1] they realise it may be shiny, but it’s not worthy or [2] there’s a newer, shinier thing that they need to be seen aligning themselves with.
Sadly adland is one of the worst at this. But so are the tech industries. And basically everyone on Linkedin, hahaha.
New is wonderful. It needs embracing, celebrating and championing. But most of all it needs patience and objectivity.
Patience for the idea to evolve, develop and see where it can go or goes.
Objectivity for you to be able to assess without bias, whether you’re dealing with hype or hope … allowing you the clarity to know if you have to protect it or kill it.
The last thing to remember is that sometimes, the thing an idea needs to work is ‘good timing’.
When I was younger, I never believed it when people [read: girlfriends, haha] said it was ‘bad timing’.
I thought it was just their way of getting out of seeing me.
And maybe it was … however as I got older, I’ve realized timing is a thing. Often an intangible, unexplainable, unmovable thing.
It may be driven by coincidence. It may be driven by circumstance. It may be driven by attitudinal shifts. But there are countless examples of ideas that were made or died because of timing, regardless of who was behind it, how much they spent on it or their history in doing it.
One of my favorite examples is the Toyota Prius.
The general view is Toyota launched the car in response to societies increased awareness of the car being a threat to the environment.
It may be true, after all the concept of the electric car had been around well before Toyota launched the Prius, albeit with continual failure.
[As an aside, there’s a documentary entitled ‘Who Killed The Electric Car’ that is well worth a watch]
However, I was told the development of the Prius had nothing to do with environmental concerns and was a byproduct of Toyota experimenting with their engineering capabilities. By pure chance, they developed a viable electric car at a time where society was changing/evolving … both in terms of environmental awareness but also economic situation. In essence, Prius was a happy accident of timing rather than forward planning.
As with most things, history has a million different authors … but given the Prius was so far ahead of other car manufacturers – and very different to Toyota’s traditional approach to car manufacturing – it feels there may be legitimacy as to how and why it succeeded and it had very little to do with being culturally aware.
Whatever the answer, the issue of ‘new’ is a complex one.
Too many people dismiss it.
Too many people fawn over it.
All I know is we should value it and respect it.
That doesn’t mean you can’t challenge or question, but in a world where everyone wants to give their hot take in the blink-of-an-eye, the smart people give ‘new’ the time to surprise and evolve as well as remember that on the occasions something doesn’t work out, they acknowledge it may not be the idea, but the times.
And times are always changing.
Just ask the horse. Or Ed Klein.
Filed under: A Bit Of Inspiration, Advertising, Ambition, Aspiration, Attitude & Aptitude, Audacious, Brand, Brand Suicide, Brilliant Marketing Ideas In History, Cannes, Collaboration, Comment, Confidence, Context, Creative Development, Creativity, Culture, Devious Strategy, Differentiation, Distinction, Emotion, Fast Food, Food, IMU, Innovation, Marketing, Marketing Fail, Packaging, Paula, Planners, Provocative, Qantas, Relationships, Relevance, Reputation, Resonance, Smell
Over the years, I’ve written a lot about collabs.
The good.
The bad.
The ridiculous.
But recently there has been one that has somehow achieved all three. AT ONCE.
That’s right, the glorious, overpowering flavor of Pickled Onion Monster Munch and Heinz mayo.
It’s the combination no one asked for … no one expected and no one imagined could work.
And it doesn’t, and yet it does.
It’s possible the unhealthiest and most unpleasant thing you could ever put in your mouth and yet – if you’re like me – and love Monster Munch, it’s something you could not possibly resist from trying.
Hell, when we moved to London back in 2018, it was literally the first ‘British’ food item I got Otis to try – literally the morning after we arrived – and the fact he liked them [at least he did, then] made me burst with so much pride, I could overlook his development of an American accent. Just. Check it out below..
But here’s the thing, similar to when the Absolut Disco Ball packaging made me buy alcohol, despite having not drunk anything since I was FIFTEEN YEARS OLD, this collab made me go to absolute lengths to get it into my hands.
You see you couldn’t buy it in NZ so I had to adopt different means.
I wrote to Heinz.
I joined their ‘fan club/DTC’ service.
I explored supermarkets in both America and Australia.
I contacted courier services about getting it and delivering it to me.
In the end, a plea on social media was answered by the incredible thoughtful Jestyn on Twitter/X … who not only got it for me, but sent it to me as well.
And while I would not get it again … the fact is I was not only more excited about it than 99% of brands out there, but I went to greater lengths to get my hands on it than I would for 99% of brands despite the fact I knew it was overtly bad for you and I’m Mr Healthy these days so I was perfectly aware that I’d only ever taste it once.
While there are many possible lessons we could learn from the creation of this, albeit, novelty product – be if fandom, communities or unexpected relevance – the real lesson is to follow, and then protect, the excitement.
The stuff that captures the imagination.
The stuff that changes the conversation.
The stuff that keeps people on their toes.
The stuff everyone keeps referring back to, even when logic tells them not to.
Because as Paula, Martin and I explained at our Strategy Is Constipated, Imagination Is The Laxative talk at Cannes back in 2023 … the greatest strategy doesn’t start from a place of logic, it finds the point of most excitement and works back from there.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Brand, Brian Clough, Comment, Communication Strategy, Confidence, Consultants, Craft, Creative Development, Creativity, Culture, Effectiveness, Empathy, Football, Grifting, Management, Marketing, Marketing Fail, Mediocrity, Nottingham Forest, Perspective, Planners, Planners Making A Complete Tit Of Themselves And Bless, Planning, Point Of View, Positioning, Process, Professionalism, Relevance, Reputation, Research, Resonance, Standards, Strategy, Success, Systems, Work
A little while ago, A few months ago, the ‘25/’26 Premiership football season started.
Following an incredible season the year before – which saw Forest get into Europe for the first time in 30 years – their first match was against our bogey team, Brentford.
We won. 3-1.
But this post isn’t about the victory … nor is it about the implosion of the team thanks to the ego of the owner and his disastrous and potentially ruinous hiring of Ange Postecoglou who, at this point, has not won a match in 7 attempts and has seen our European and League dreams already end because he’s shit, arrogant and never cared about Forest, just the money he would get from the job [can you tell I’m bitter?] – it’s about the goal Forest scored when Nuno was still our wonderful, beloved manager.
Specifically, THIS goal.
Now I should point out this post is not about the outrageously brilliant pass from Elliott Anderson to Chris Woods that allowed a goal out of nowhere.
Nor is it about how Chris Woods started sprinting towards goal before Elliott had even reached the ball, let alone made the pass.
It’s actually about what Chris Woods did next …
Yes, he scored, but it’s how he scored that I found interesting.
Truth be told, if it hadn’t been for a post-match interview with an ex-Nottingham Forest player, I may not have realized the significance … but when I heard him talk about ‘the successful strikers mindset’, I suddenly realized how valuable – and relatable – this could be to strategists.
You see in the interview, the ex-player – Gary Birtles – talked about how decisive Chris Woods had been when running towards the goal. How he had decided very quickly how he was going to deal with the on-coming keeper. How once he had made his choice, he was going to stick with it which, according to Gary Birtles, gave him an immediate advantage over the goalie. He went on to say how Brian Clough – the iconic and ridiculously successful Forest manager he played under in the late 70’s/early 80’s and someone I’ve written copious amounts about, over the years – had always told him this:
“When you’re in a one-on-one situation with the goalkeeper, make your decision immediately and don’t second guess it. It might not always come off, but if you wait or hesitate, you give the competition the split second they need to adapt and then you lose the opportunity of even having an opportunity”.
I love that.
I love that because it gets to the heart of what sometimes strategy needs to do.
Because contrary to what many say – especially those who make their money flogging for-profit systems and models – the reality is the ‘answer’ very rarely reveals or presents itself, you come to a point – once you’ve done the hard work and rigor – of making a call on what you think is best.
It may be to enable a fast result.
It may be to enable a more effective outcome.
It may be to enable a more interesting solution.
But at some point, you have to decide which side of the fence you’re going to jump on and back yourself.
We don’t talk about that enough.
We don’t talk about the importance of the independent mind.
We don’t talk about the value of experience, perspective and belief.
Right now, everything we talk about is systems, models and processes. And while there is a role in those – or at least some of those – if we are outsourcing all decisions and choices to that, then not only should we be asking exactly what the fuck we’re adding to the outcome, we also have to ask why on earth we think we’re going to get to a different outcome that every other fucker following the same one-size-fits-all, the-computer-told-me-to-do-it approach.
Look, I appreciate what we do costs a lot of money.
I also appreciate that means companies are seeking more and more certainty in their lives.
But while some may say allowing someone to make a call on what should happen next is a sign of insanity, I’d argue the crazier thing is to do nothing and let others make the choices and decisions for you.
Sure you need to have experience.
Sure you need to have put in the rigor and work.
But at the same time, you can’t play to win, if you follow a system designed to play not to lose.
Given all the gurus in our industry flogging their system on how to do the job – despite having never made any work of note – it probably can’t hurt to repost a talk I did years ago about what we can learn from Brian Clough about how to ‘win better’.