The Musings Of An Opinionated Sod [Help Me Grow!]


The Problem Vs The Real Problem …

A while back I wrote a post about the best bit of advice I’d ever had regarding solving problems.

Or should I say, on how to present how you are going to solve a problem.

But this is dependent on knowing what is the right problem to solve … and quite often, it ends up being the problem we want to solve versus the problem that needs solving.

Now of course, we can only solve the problem that relates to our particular discipline.

For example, as much as adland likes to claim it can solve everything, we can’t build a car.

[Trust me, I’ve tried]

But that’s not what I want to talk about.

Too often, when there is a huge piece of business on the table, our goal is to get all of it.

Every last piece.

Doesn’t matter if it’s not our core expertise.

Doesn’t matter if the work won’t be interesting.

We. Want. It. All.

Now there’s many reasons for this – mostly around money – but what it often ends up doing is destroying everything we’ve spent decades trying to build up.

It burns out staff.
It undermines the creativity of the agency.
It forces quick fix solutions rather than ideas that create sustainable change.
It creates a relationship based on money. rather than creativity.
It positions the agency more as a supplier than a partner.

Now don’t get me wrong, money is important, but when you let that be the only focus – it is the beginning of the end.

Before you know it, the money becomes the driving factor of all decisions and – because you have had to scale-up to manage the huge business you’ve just won – you end up looking for similar sized clients to ensure the whole agency is being utilised rather than chase the business that can elevate your creative reputation.

Oh agency heads will deny this.

They’ll say they still value creative, regardless of the size of client they work on.

And maybe I’m utterly wrong.

But as I wrote a while back, we had a [small scale version] of this situation when we had cynic … and while we were making more money than we had ever earned, it had made us more miserable than we’d ever been.

Thank god we noticed in time, because we were in danger of seeing more economic value in the processes we were creating for the client than the work and then that would be it.

People would leave.
Our reputation would be damaged.
We’d have to pay more to bring people in to deal with the situation.
The profit margin money we were making from the client would be impacted.
Soon we would be doing work we didn’t like without even the excuse of making tons of cash.
The client would call a pitch.
We would have to do it because we were so dependent on them financially.
They’d pick someone who would do things cheaper.
We’d crash and burn.
We would hate ourselves.

OK … OK … that is a particularly bleak possible version of events and I know there’s a lot of big agencies that have found a way to manage doing work for big clients while marrying it with maintaining their creative credentials [but not as many as they would like to admit] but I am surprised how few agencies say which part of a big job they want to do.

I get why, because there’s fear the client will write you off because they want a simple solution rather than a complex.

But if you’re really good at something, then you have the power to change that mindset from complexity to effectiveness.

Of course, to pull that off, you have to be exceptional.

A proven track record of being brilliant at something few others can pull off.

Which means I’m not talking about process or procedures … but work.

Actual, creativity.

In my entire career, there’s only been 3 agencies I’ve worked at – and one of those I started – who have told clients they only want a slice of the pie rather than the whole thing.

More than that, they also told the client how they believed the problem should be handled rather than simply agreeing to whatever the client wanted in a bid to ‘win favour’. Of course, the slice they focused on was not only their core area of brilliance, but also the most influential in terms of positioning the entirety of the brand – the strategic positioning and the voice of the brand – so what it led to was a situation where the benefits for the agency far exceeded just an increase in revenue.

They had the relationship with the c-suite.
They set the agenda everyone else had to follow.
They were paid for quality rather than volume.
They made work that enhanced their reputation rather than drag them down.
They were more immune from the procurement departments actions.

All in all, they ended up having a positive relationship rather than a destructive one.

Now, I am not denying that in all 3 cases, the relationship lasted less time than those who were willing to take everything on. In many cases, once the initial strategy and voice work was done, many companies felt we were no longer needed. Not all, but a few.

And while many will read this and say my suggestion to choose the part of the work you want rather than take it all on is flawed … my counter is not only did all 3 agencies enjoy a reputation, relationship and remuneration level that was in excess of all the other agencies they worked with – and often delivered in a fraction of the time – but they ended up in a position where they attracted new business rather than had to constantly chase it.

In all business, reputation is everything.

Don’t make yours simply about the blinkered pursuit of money.



Mr Zuckerberg Needs A Different Argument …

So I, like many of you, have been pretty appalled by Mark Zuckerberg’s stance towards President Trump’s hate filled, violence inducing commentary.

I say his ‘stance’, but the reality is he doesn’t have one, preferring to claim he is an advocate of free speech.

While there’s many reasons we know this is rubbish – from Facebook selling people’s data, to trying to win favour with governments to counter the next wrong doing that is just waiting to be discovered, to trying to get back into China and countless more – the example that always sticks with me was one I wrote about a while back.

Basically, it’s this.

Not that long ago, that photo of that woman breast-feeding her baby was flagged on my Facebook page as potentially causing offence.

A photo.

Of a woman.

Breast-feeding her baby.

One of the most natural acts of humanity you can get.

Now I appreciate it was less Zuck and more his AI that flagged this, but if it can [wrongly] identify imagery, surely it can also identify factually incorrect claims and/or words that incite violence.

Or it could if Zuck wanted it too.

For me, the fact this photo was censored highlights Zuck’s double standards, reinforced by the speed he criticised Twitter for doing possibly the best thing they’ve ever done and the amount of [senior] people in Facebook who have broken rank to say Zuckerberg is wrong

It won’t make a jot of difference.

Because Zuck is about Zuck.

And for all his claims of being torn, he is actively choosing to remain ignorant.

For money and ego … and absolutely not for freedom of any speech.

#BlackLivesMatter #SilenceIsViolence



Art Writes New Rules …

One of the things I love about this industry is our way of re-writing rules.

I don’t mean that in terms of post-rationalisation.

I don’t mean that in terms of rebellion.

I mean it in terms of letting creativity take us to new places.

That said, I think a lot of people forget this.

Clients and colleagues.

Specifically the one’s who encourage work to go where others have gone before.

Or where the brand has previously been.

Or just killing ideas before they’ve had a chance to start to evolve.

Of course I appreciate what we do has a lot of implications on our clients business.

That to get it wrong has serious ramifications.

But – and it’s a big but – doing the same thing over and over again doesn’t move you forward.

The opposite in fact.

They know this.

We know this.

And yet I hear words like ‘optimisation’ far more than I do ‘creativity’ these days.

Now I get it, you want to get every bit of value from something that you can, but our obsession with models and processes just limits our ability to invent and move forward.

Please don’t think I’m discounting the value of experience.

There’s a lot to be said for it.

But basing the future purely on what has happened in the past – specifically your individual past – is not experience, it’s blinkered.

Case in point.

Mouldy Whopper.

Here was a campaign that was attempting to do something differently. But rather than be curious about how it would be received, industry people – the same folks who are supposed to be pushing for creativity – were violently writing it off from the beginning. And when I pointed out that no one really knew what the campaign was trying to achieve – I copped it too.

Hell, I didn’t even like it very much, but I appreciated they were doing something different and evidence showed it was getting people to talk about preservatives in food – which was a positive for BK – so at the very least there were something positive in that. But then a senior industry person challenged me – said it was only people in the bubble of adland doing that – so when I proved he was wrong, he just disappeared. Happy to throw out personal opinion but not happy to be shown it was just his personal opinion. And that was my issue, we didn’t know how it would go. We had thoughts, we had opinions but we didn’t give it the time to see how it played out and apparently, it did pretty well by a whole range of metrics.

Of course, the great irony is that when you do have a brand that believes creativity can move things forward in unexpected ways, then you get accused of your job being easy.

I can’t tell you the amount of times people said to me, “it can’t be hard working on NIKE, they love being creative”.

Of course, the people who say this have never worked on NIKE and tend to be the first to criticise anything they think is ‘too creative’.

My god, when Da Da Ding came out, the wave of, “I don’t get it”, “it’s indulgent” was amazing.

But not as amazing as the fact that a lot of the abuse came from white men not based in India.

But I digress.

I love creativity.

I use that word specifically as I see it as being much bigger than advertising.

At least in terms of where the inspiration can come from and how it can be applied.

I am in awe when I see ideas taking shape. Things I never imagined coming together in the aim of changing something rather than just communicating it.

One of my greatest joys was running The Kennedys, because I saw that in possible its purest form.

From making takeaway coffee cups into dog frisbees to re=programming Street Fighter to represent the lessons they’d learnt over the previous year … was epic.

Sure, sometimes it was scary, frustrating and painful.

Sure, there were arguments, walk-outs and moods.

But as I wrote before, great work leaves scars and while that doesn’t mean it can’t be an exciting journey to be going on, it will have many twists and turns.

Or it will if you are pushing things enough.

And that’s what this post is about, because recently I read a story about John Kosh.

John was the creative director of Apple.

Not the tech company, but The Beatles.

John Lennon loved him and at 23, he found himself art directing the cover of their iconic album, Abbey Road.

What many people fail to realise is the band name was no where on the cover.

And while John had logic behind that decision, many in the industry thought differently.

Especially at their record company, EMI.

In fact, the only reason it ended up happening is that timing was so tight that it was allowed to slip through before anyone else could stop it.

Another example of chaos creating what order can’t.

What a story eh?

And before anyone starts saying I’m wrong …

I’m not saying the decision to remove the bands name from the cover made the album successful. This was The Beatles after all – the biggest, most successful band of all time – so it was always going to sell by the bucketload. However I am saying the decision to remove the bands name from the album cover helped make it iconic … which arguably, helped make it even more successful.

Not to mention make the zebra crossing on Abbey Road one of the busiest in the World.



Fifty Not Out …

I know what you’re thinking …

Or should I say, I know what you were hoping.

That hitting 50 and having 10 days off would make me re-evaluate what I’m doing?

That I’d start to value afternoon naps versus writing stupid blog posts.

Well, if I was smart, maybe that would be the case … but I’m not, so here I am.

To show my age has done nothing to extinguish my pain-in-the-ass spirit, I thought I’d post about a little project I have going on.

It kind of comes out of the Corporate Gaslighting work I’ve done and basically relates to what seems to be the skills, modern management values most.

Now there are plenty of very, very good leaders out there …

But, and this is only personal opinion, it seems there are far more bad.

Now I appreciate some will view what I’m doing and say the people I’m describing are not bad, they are simply ‘optimising’ their position. However, managers should achieve their success based on what they enable their people to achieve rather than trying to ensure the spotlight falls just on them … so because of that, I stand by my view.

What’s scary is these attitudes and behaviours are so common that someone thought – when I posted one on social media – that I was celebrating them rather than mocking them.

That scares the crap out of me.

But not as much as the idea employees are being trained – consciously and subconsciously – to do this to further their career.

But I would like your help …

What am I missing?

What are terrible management practices that are being sold as ‘sensible’.

For example, with the blame thrower at the top of this post, I added the following:

If you don’t own your mistakes, let someone else own it. #LessonsFromModernManagement

And for this …

… I added this ‘lesson’:

It’s more effective to manage up than manage your standards. #LessonsFromModernManagement

But what else is there?

I’ve got one regarding the benefits of doing whatever someone wants you to do as well as destroying others careers is it proves you were made for success … but as I really want to turn this into some sort of alternative management book type-of-thing, I need a ton of them.

I know they’re out there.

I know I can come up with a lot myself.

But if you have any suggestions, I would be so grateful.

It may help someone not become the sort of manager that appears on Corporate Gaslighting.

Or allow someone who is suffering from this sort of ‘leader’, to realise they’re not to blame.

So I hope you can help.

Over to you …



And You Thought The Mouldy BK Burger Ad Was Provocative …

The fast food industry is having a hard time.

As tastes change and a more healthy lifestyle becomes more desirable, it is getting more difficult for them to operate as they once did.

While some brands are evolving their offering – like McDonald’s – others are taking a more pragmatic perspective.

The most famous, recent example is the BK Mouldy Burger which ignited all manner of debate – often with people quick to say it won’t work without anyone actually knowing what the goal of the work actually was.

Well in South Korea there’s a burger company that makes BK look positively innocent.

It’s not just how they used Supreme to inspire their logo in a way Uncle Martian would be jealous of.

Nor is it their audacious copyright infringement of famous cartoon characters to talk about themselves.

And it’s not even their proud claims of being ‘100% Beef Meat’.

No … it’s none of those, it’s their utter confidence of their product over their competitors.

Take a look …

Amazing eh?

Not just the aggressiveness … but the choice of words.

Linking the words ‘burgers’ and ‘shit’ makes a mouldy burger look positively appetising.

Then there’s the fact it’s in English.

When I lived in China, there were a bunch of stores that used English in their copy.

Sometimes it was for the audience it was targeting.

Sometimes it was because they thought it made them look ‘sophisticated’.

But a lot of the time – as I think is the case here – they did it because it enhanced their ‘authenticity’.

Given burgers are very American, I feel their idea was that by using English and being aggressive in their tone, they encapsulated the American spirit and as such, could say their burgers were authentic.

Of course, given Burger King and McDonald’s are also American slightly undermines that idea, but hey – it doesn’t seem they really put too much thought into how they came across.

I must admit, when I saw it, I couldn’t help feel it was like a Viz fake-ad from the 80’s.

Viz – for those who don’t know – was/is an English ‘adult-humour’ comic.

Years ago, I approached them about starting an ad agency.

They said no, which still disappoints me as not only were their spoof ads brilliant, but based on both Billionbox and BK’s recent work … there’s more and more brands seemingly trying to copy their style but without the brilliance, clarity, humour or memorability as them.