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The Three C's - Culture, Collaboration & Creative Leadership

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The Three C's - Culture, Collaboration & Creative Leadership

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This presentation (I delivered at UNSW Art & Design) provides students with an insight into how successful creative agencies and experience design studios apply culture, collaboration and creative leadership to their work.

This presentation (I delivered at UNSW Art & Design) provides students with an insight into how successful creative agencies and experience design studios apply culture, collaboration and creative leadership to their work.

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The Three C's - Culture, Collaboration & Creative Leadership

  1. 1. REACTIVE.COM
  2. 2. HI THERE, THANKS FOR HAVING ME @STONEYKUN
  3. 3. PART OF A GLOBAL NETWORK
  4. 4. NISSAN WEBSITE AND CAMPAIGN BIG WEBSITES
  5. 5. INTERACTIVE KIOSKS
  6. 6. NATIVE MOBILE APPS
  7. 7. QUARTERLY R&D ACROSS THE GROUPPUBLIC INSTALLATIONS
  8. 8. ADVERTISING & COMMUNICATIONS
  9. 9. WHO’S IN THE HOUSE? MASTERS OF DESIGN MASTERS OF CURATING & CULTURAL LEADERSHIP
  10. 10. KIM GAVE US A HEADS UP • Intersection of leadership & creativity • Collaboration & team work • Disruption • The role of communication • Shared vision & values
  11. 11. TODAY’S PRESENTATION CULTURE, COLLABORATION & CREATIVE LEADERSHIP
  12. 12. SO, WHAT IS CULTURE? The ideas, customs, and social behaviour of a particular people or society. SOURCE: GOOGLE.COM
  13. 13. WHY IS CULTURE IMPORTANT? Design is a methodical approach to crafting experiences that are driven by human insights.
  14. 14. CULTURE + DESIGN WHY? motivation HOW? process WHAT? product
  15. 15. WHY IS CULTURE IMPORTANT? YOU ARE NOT A DESIGNER IF YOU DON’T CONSIDER CULTURE
  16. 16. SHOW & TELL TIME WHAT HAPPENS WHEN DESIGNERS DON’T CONSIDER CULTURE
  17. 17. BIC: UNCULTURED GENDER EQUALITY
  18. 18. AMERICAN APPAREL: UNCULTURED PATRIOTISM
  19. 19. QANTAS: UNCULTURED CUSTOMER SERVICE
  20. 20. DON’T BE A CASE STUDY IN BAD DESIGN YOU GOTTA CONSIDER THE CULTURE OF YOUR AUDIENCE
  21. 21. READ THIS BOOK: GROUPED
  22. 22. GROUPED: SOCIAL BY DESIGN Humans are social creatures and the web is playing catch up to offline behaviours that have been around since the beginning of time.
  23. 23. RELEVANCE IS IMPERATIVE GOOD IDEAS ALWAYS STEM FROM GOOD CULTURAL INSIGHTS
  24. 24. THE HOME OF CULTURAL INSIGHTS EVERY SUCCESSFUL AGENCY HAS A RESEARCH, PLANNING OR STRATEGY DEPARTMENT
  25. 25. SHOW & TELL TIME: PERFECT POP
  26. 26. WHY I LOVE IT IT DISRUPTS TRADITIONAL ADVERTISING
  27. 27. I DON’T HAVE AN INSIGHTS DEPARTMENT • KnowYourMeme.com • SocialMention.com • Hashtagify.me • TweetReach.com • Google.com/Trends • BuzzSumo.com • Topsy.com • SimilarWeb.com
  28. 28. THE POWER OF INFLUENCE
  29. 29. INFLUENCER MARKETING MARKETERS HAVE BEEN ALIGNING WITH CULTURAL INFLUENCERS FOR YEARS
  30. 30. BEYONCE, BRITTANY & PINK FOR PEPSI
  31. 31. HUMANS ARE EASILY CONVINCED BY HUMANS 20-50% OF ALL PURCHASE DECISIONS IS DUE TO WORD OF MOUTH SOURCE: MCKINSEY.COM
  32. 32. MEET CHARLI & HER SISTER ASHLEE
  33. 33. THEY WERE A PERFECT FIT FOR WHITE WINGS
  34. 34. WE GOT 300K VIEWS ON YOUTUBE
  35. 35. CULTURE IN SUMMARY Cultural insights and influencers are strong assets for being relevant to society. Don’t overlook them!
  36. 36. THE NEXT C Once culture has informed our pathway, how do we execute our ideas? Collaboration.
  37. 37. ANYONE KNOW WHO THIS IS?
  38. 38. BACK IN THE 1950s Bill introduced the advertising world to the idea of creative teams, by pairing an art director with a copywriter.
  39. 39. COLLABORATION IS A NO BRAINER DIVERSITY MAKES US SMARTER
  40. 40. DIVERSITY MAKES US SMARTER In the US, innovation firms perform financially better with women in top leadership ranks. SOURCE: UNIVERSITY OF MARYLAND & COLUMBIA UNIVERSITY
  41. 41. DIVERSITY MAKES US SMARTER A study of 177 US banks showed racial diversity clearly related to enhanced financial performance. SOURCE: UNIVERSITY OF TEXAS
  42. 42. WE’RE NO LONGER IN THE 1950s COLLABORATION IN ADVERTISING & MARKETING HAS EVOLVED
  43. 43. LAURA JORDAN BAMBACH “Advertising must be able to throw themselves at everything from content programmes, PR, service design, customer service platforms and product development – and everything in between.”
  44. 44. SHOW & TELL TIME: MOST POWERFUL ARM
  45. 45. THE TRUTH COLLABORATE OR DIE COLLABORATE OR DIE
  46. 46. BACK IN THE DAY 1. IDEATE 2. DESIGN 3. BUILD 4. TEST BRIEF LAUNCH
  47. 47. WATERFALL CREATES ISSUES DOWNSTREAM
  48. 48. A NEW MODEL IS BORN AGILE IS THE ULTIMATE COLLABORATION MODEL
  49. 49. WORKING IN CYCLES 1. IDEATE 2. DESIGN 3. BUILD 4. TEST 1. IDEATE 2. DESIGN 3. BUILD 4. TEST 1. IDEATE 2. DESIGN 3. BUILD 4. TEST BRIEF LAUNCH 1. IDEATE 2. DESIGN 3. BUILD 4. TEST
  50. 50. WHY AGILE ROCKS • Change is welcome • Business people, designers and developers work together • Collective ownership & prioritisation • Less documentation, more prototyping • Constant fine-tuning
  51. 51. AGILE CREATES A HAPPY FAMILY
  52. 52. THE TRUTH ABOUT EVERY BRIEF You know the most about a problem at the very end of a project, so why try to solve everything up front?
  53. 53. NAUGHTY SHOW & TELL TIME COLLABORATION PORN SHOT ON LOCATION AT REACTIVE
  54. 54. SCOPING A PROJECT TOGETHER
  55. 55. PLANNING A CYCLE
  56. 56. THE CLIENT IS INCLUDED
  57. 57. DISCOVERIES ARE SHARED
  58. 58. WE WORK IN A MINI LAB
  59. 59. COLLABORATION IN SUMMARY Processes that foster collaboration and diversity are critical for success. Agile is one such way.
  60. 60. THE NEXT C How do leaders ignite collaboration through shared vision and values? Creative Leadership.
  61. 61. AN EPIPHANY, BACK IN 2011
  62. 62. THE CHALLENGES NEW IDEAS ARE DOOMED FROM THE MOMENT THEY ARE CONCEIVED
  63. 63. WHY WE NEED LEADERS IN CREATIVITY? Great creative leaders provide a light for creatives to circumnavigate the evil forces that kill good ideas.
  64. 64. READ THIS BOOK: MAKING IDEAS HAPPEN
  65. 65. WHAT MAKES A GREAT CREATIVE LEADER?
  66. 66. OBSERVATION 1 GREAT LEADERS USE HAPPINESS AS A REWARD
  67. 67. HAPPINESS IS GREATER THAN MONEY There is a diminishing return to happiness for every extra $1,000 in earnings. SOURCE: GLASSDOOR.COM
  68. 68. HAPPINESS AS A REWARD • Recognise deep satisfaction is more sustainable than money. • Use happiness to emotionally engage.
  69. 69. OBSERVATION 2 GREAT LEADERS USE PLAY AS AN EDUCATIONAL TOOL
  70. 70. ENCOURAGED TO HAVE FUN TOGETHER
  71. 71. PLAY AS AN EDUCATIONAL TOOL • Make work entertaining. • Recognise learning is easier when it is fun. • Break routines to keep the mind fresh and stimulated.
  72. 72. OBSERVATION 3 GREAT LEADERS RECOGNISE THE IMPORTANCE OF TEAM CHEMISTRY
  73. 73. T-SHAPED PEOPLE BREADTH OF EXPEREINCE DEPTHOFEXPEREINCE
  74. 74. DIFFERENT SKILLS, SHARED RESPECT
  75. 75. OBSERVATION 4 GREAT LEADERS PROVIDE FLEXIBILITY FOR PRODUCTIVITY
  76. 76. THE BUMS ON SEATS POLICY IS BROKEN Ctrip’s staff working from home complete 13.5% more calls than office staff. Their attrition rate is also 50% less. SOURCE: HBR.ORG
  77. 77. FLEXIBILITY FOR PRODUCTIVITY • Know productivity is outcomes, not clocked hours. • Idea generation happens on its own terms. • Respect creative flow.
  78. 78. OBSERVATION 5 GREAT LEADERS VALUE FRICTION AMONGST CREATIVE MINDS
  79. 79. PEACE, LOVE & WAR
  80. 80. VALUE FRICTION • Use conflict to find ideas hidden in the unknown. • Attack apathy, not conflict.
  81. 81. OBSERVATION 6 GREAT LEADERS SHARE OWNERSHIP OF IDEAS
  82. 82. INSTILLING DESIRE AND PASSION “Leadership is the art of getting someone else to do something you want done because he wants to do it.” DWIGHT D. EISENHOWER
  83. 83. SHARE OWNERSHIP • Know obsession only comes from ownership. • Recognise forced ideas lead to forced executions. • Focus on desired outcomes, not how to get there.
  84. 84. AT THE END OF THE DAY GREAT LEADERS RECOGNISE THEY AREN’T A SOLO SHOW
  85. 85. CREATIVE LEADERSHIP IN SUMMARY • Focus on tasks that only they can do. • Share emotional ownership and responsibility. • Be a leader and a teacher. The energy of one person is not enough.
  86. 86. THERE YOU HAVE IT CULTURE, COLLABORATION & CREATIVE LEADERSHIP
  87. 87. @STONEYKUN THANK YOU REACTIVE.COM

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