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2640 Lyndale Ave. South | Minneapolis, Minnesota 55408 | T +1 612 279 1400 | www.zeusjones.com How your advertising skills can become even more meaningful in the innovation field. Adrian Ho
| Date post: | 22-Oct-2014 |
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Business |
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2640 Lyndale Ave. South | Minneapolis, Minnesota 55408 | T +1 612 279 1400 | www.zeusjones.com
How your advertising skills can become even more meaningful in the innovation field.
Adrian Ho
The match that shaped Bruce Lee’s approach to Kung Fu
The infamous fight: Oakland, CA 1964
Image via: http://practicalwingchun.cnImage via: http://http://10000victories.com/
Wong Jack Man Bruce Lee
It’s traditional frameworks or styles that are.
Traditional techniques aren’t the problem.
Separates techniques from form. Relies upon fighter’s intuition and creativity rather than tradition or formulas.
Jeet Kune Do: A style without a style.
Pete Maulik, CSO at Fahrenheit 212, gave us the single best piece of advice in 2006: “The hardest thing for you will be to remember you’re not in an advertising agency.”
We were given the same advice before we opened.
Innovation expert Peter Maulik ’04 shows that there is more to success than luck and circumstance. Read on p25
Columbia women leading the upper echelons of the finance industry. p10
GE CFO Keith Sherin ’91 heads up a $1 billion investment in Big Data. p16
How do leaders set values or reset their organization’s direction? p28
LEADING CHANGE
THE GAME CHANGERS
THE
READY SETINNOVATE
Advertising is a business of
people
Advertising is a business of
people
Who operate within a culture
Advertising is a business of
people
Supported by departments,
processes and tools
Who operate within a culture
Advertising is a business of
people
Supported by departments,
processes and tools
Who operate within a culture
Created from frameworks, ideas
and philosophy
Advertising is a business of
people
Designed to enhance and enable
the creation of advertising
Supported by departments,
processes and tools
Who operate within a culture
Created from frameworks, ideas
and philosophy
Question how, why and by whom that output is created
Don’t just question the output of the agency
The most fundamental decisions actually have the most far reaching implications.
Retained Relationship Implications
Time sheets and time accounting systems
Relationship/account managers
Lengthy development times and processes
Agencies extending themselves beyond core
Makes it difficult to innovate or disrupt
Measured by time
Built around a relationship
For managing something
Growth through additional services
Designed to ensure continuity
Project Relationship Implications
No time sheets, our profitability is our business
No account people, greater collaboration
Small agile teams, value speed
We build change into our deliverables
We partner on innovation
Measured by task
Built around a goal
For doing something
Growth through new opportunities
Designed to create something new
• New business pitches
• HR departments
• Team structure
• Campaign cycles
• Brand/communication models
• Awards
Agencies are built upon dozens of fundamental decisions with equally far reaching implications.
Agency people are literally bound by frameworks that hold them down and hold them back
The burden of those decisions is carried upon your backs
Image via: http://www.hellenica.de
It’s traditional frameworks or styles that are.
Traditional techniques aren’t the problem.
Separate your techniques from your structures. Rely upon intuition and creativity rather than tradition or formulas.
Free yourself from “the agency.”
