What would you say is the single most important characteristic of an advertising person? Or advertising agency? Or advertising campaign? Most people would answer all these questions with the same, single word answer: CREATIVITY.
There is no denying that creativity is important in advertising. It is considered so important that one of the major departments within an advertising agency is named after it. But is it really THAT important? Or could it be that we have taken the reverence of creativity one step too far?
To address this question properly we first need to discuss the roles of creativity in advertising, and as Goose (Anthony Edwards) says in the movie Top Gun – “the list is long and distinguished”:
If we try to list the barriers to innovation, cognitive fixednesses will be very close to the top of the list. One of our main challenges as facilitators is to help our clients break their fixednesses as part of the attempt to promote innovation. One interesting aspect of these fixednesses, and particularly structural fixedness, is their relationship with language.
Let’s consider the word “order” for example. WordNet defines order as “logical or comprehensible arrangement of separate elements” and “a condition of regular or proper arrangement”. These definitions, coupled with another meaning of the word – “a command given by a superior that must be obeyed” – can help us understand the power of structural fixedness. It highlights our tendency to embrace order and structure as positive attributes that are not only valuable, but also natural.
As part of what may be called our daily “routine” we find ourselves leading innovation processes with various companies all over the world - from Cincinnati to Melbourne, from Tokyo to Stockholm, and from La Pas to Moscow.
These innovation processes are usually very intense, and leave little time for anything other than work. But those of us who like photography take advantage of those few free moments for exercising our hobby. In our SITE SEEING posts we want to share with you some of the photographs we took, and some of the stories behind them.
The photos in this album have been taken in Leeds, UK during a weeklong New Product Development process with Unilever. The high profile of the brand, coupled with other unique aspects of the process, made it a very interesting project. We were lucky to work with a group of talented and friendly people, that were kind enough to show us around Leeds despite the intensity of the project.
As we reached the final phases of the project we realized that although the participants were very passionate about some of the ideas, there was no agreement around which ideas we should be passionate about… So, before the formal rating of the ideas, we decided to use a tool called “Articulating the WOW”.
This is the first in a new series of posts in which we will try to share with you the more colorful side of SIT…
As part of what may be called our daily “routine” we find ourselves leading innovation processes with various companies all over the world - from Cincinnati to Melbourne, from Tokyo to Stockholm, and from La Pas to Moscow. These innovation processes are usually very intense, and leave little time for anything other than work. But those of us who like photography take advantage of those few free moments for exercising our hobby. In these posts we want to share with you some of the photographs we took and some of the stories behind them.
The photos in this album have been taken in Shanghai, China, during a week long innovation processes with the local branch of Campbell Soup. One of the most interesting aspects of this project was learning about soup, soup making and soup consumption in China. Of course we had to try some soups (and other dishes) to get a more tangible sense of what we were talking about.
This is the second of a series of posts discussing innovation barriers. This series does not intend to encompass all that can be said on the subject. That would take a series of books. It does intend to describe, however, several types of barriers we face when we try to innovate, and some of the innovation methodologies that have been developed to address them.
What is more challenging: coming up with an innovative idea, or sharing it with a group of people that may love it or hate it?Most of us will agree that this is a simple question. We might, however, disagree on the answer… In the previous post in this series I called the group of barriers relating to the act of coming up with innovative idea “Cognitive Barriers.” The complementary group of barriers – those that have to do with sharing innovative ideas with others – were labeled “Psychological Barriers.”
Although people differ in their “susceptibility” to these different barriers, most us will agree that objectively (whatever that means..) the cognitive barriers to innovation are harder to overcome. The importance of the psychological barriers is due, to a great extent, to the fact that some of the best ideas come up during group discussions. The worn-out saying goes: “none of us is as smart as all of us.” While I have several issues with this approach (as, I suspect, you may as well) – there is some truth to it, especially when it comes to ideation sessions.
This is the first of a series of posts discussing innovation barriers. This series will not encompass all that can be said on the subject. That would take a series of books. It will describe, however, several types of barriers we face when we try to innovate. It will also discuss these barriers in relation to the innovation methodologies that have been developed to address them.
Dr. Gadi Segal, a business partner and a good friend, told me once that “the more therapeutic options you have for a disease, the more likely it is that none of them is really effective.”
When I make the analogy to the realm of innovation I hesitate to conclude that none of the innovation methodologies available is really effective… Let’s just agree that the abundance of approaches and technique is indicative of the magnitude of the challenges posed by innovation.
Gravity was discovered. Hydroelectricity was developed. There is little argument there. The first is a natural phenomenon which does not owe its existence to Newton. The second is a manmade technology that uses that natural phenomenon in a way that did not exist before it was developed (late 19th century – would you believe it?).
When it comes to the human psyche, the picture gets a little fuzzier. Arguably, the unconscious was discovered, while psychoanalysis was developed (also late 19th century). But the boundaries between what existed independently of Freud’s work and what was developed by him and his followers are somewhat blurred.
Think for a minute what is it about the car that allows you to drive fast.
Is it the engine? The tires? The gas tank? Well, yeh. All of the above. But most importantly – it is the breaks. It is the fact that you can stop – that you can effectively reduce your speed – that creates the conditions which allow you to accelerate in the first place.
After over 10 years of experience as a freelance SIT facilitator and trainer I’m glad to say that I still enjoy (almost) every minute of it. In my “day job” I am a partner and the creative director of MeDidactic – a niche advertising agency specializing in the healthcare & pharmaceutical industries.
I studied business administration & English literature, I like Fillet mignon & Falafel, I read Tolkien & Rowling, I love the Beatles & the Pixies, and I never go to the bathroom over the commercial break.
advertising campaign? Most people would answer all these questions with the same, single word answer: CREATIVITY.
