DDB Being Agile
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DDB Being Agile

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The days of launch and leave marketing are coming to an end. As the world around us accelerates brands must become more agile. ...

The days of launch and leave marketing are coming to an end. As the world around us accelerates brands must become more agile.

Where once we had big-budget, set-piece campaigns we now need to think more like a newsroom; creating and curating content that allows the brand to be always-on.
Managing and measuring this new approach to participation requires a rethink about the way we run our marketing practices.

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  • Being AgileHow social media is transforming marketing as we know it
  • TIMELAPSEVIDEO – NO AUDIOA talk about how brands and their agencies are faced with a challenge of matching an ever-accelerating consumer landscape, with new channels, technologies, new crazes and new themes emerging on a daily basis. We think this is changing the very nature of what we mean by ‘Creative Work’ and that to be successful we need to change both the marketing communications and business models that have been designed over the last 50 years.At the heart of my talk is the idea of Social Creativity – and we’ll be showing how some DDB clients, most notably Volkswagen, are integrating social technologies and social ways of thinking to keep creative work fresh, lively and fast-moving.The world is changing faster than ever. Indeed the pace of change is increasing more rapidly than at any time in history. No sooner have you planned, designed and launched a campaign than society has moved on. How many of you have had the experience of developing work only to discover that a competitor has been doing the same thing and has launched something very similar just ahead of you?
  • DINOSAUR VIDEO – NO AUDIOAre brands and agencies actually able to keep-up with the speed at which the consumer is sharing, remixing and creating their own viral content? Are we actually able to keep pace with consumers?Do the processes and approaches to production allow us to move with agility at the speed of culture or not? 
  • There are as many opinions on social media and what it means for marketing as you have friends on Facebook. You’ll have heard lots of useful and interesting stuff today.And you’ll have head all about setting up platforms and outreach to bloggers and twitter analytics and so on – and that’s all good stuff. But I would like to leave you with more of a frame of mind - an attitude - if I can!I think the impact of social media and social ways of thinking on marketing and brands is actually quite simple. For me there are two key aspects to bear in mind:
  • First its about People. It is a social medium. Its about behaving in a socially acceptable way, it about sociable, its about not being anti-social. 
  • You can’t really talk to a can of Coke can you?
  • Some brands sound a bit robotic and impersonal in social media…And second…
  • Its also about speed. People move at speed, culture moves fast. Social media forces brands to move at the speed of culture rather than the speed of production. 
  •  The pace of news, the desire to be seen to be the first to share something new and original and the power of digital and social media means that we’re seeing a speeding up in the news cycle, in the time taken to produce film sequels, in the globalisation of ideas and content.
  • So if we’re going to continue to reflect and hopefully shape culture, it stands to reason that we’re going to need to speed-up our ways of working. Our processes need to move at the speed of culture. Michael Stillwell A Farewell to Alms.
  • Change is changing faster.  
  • It isn’t just technology which is changing rapidly. Innovation in general has been growing exponentially during the last 50 years. The graph below shows the number of patents issued by the United States Patent and Trademark Office (USPTO) over the last 50 years.
  • That’s what we think is clever about the Old Spice campaign, sure it was a funny commercial but the clever thing was W+K’s ability to respond quickly using social technology. And I’m sure everyone at this conference has got this campaign somewhere on their laptop.
  • And just as quickly interest in the idea (outside of Marketing) died.
  • Perhaps we should really be talking about Dove (Show Dove Old Spice send-up still image) who managed to get a reactive campaign out on Youtube in a matter of days (it wasn’t such a good commercial but we should be applauding their speed). How many of you can honestly say that if you got a live brief this afternoon, you could be out on YouTube or even better in broadcast media, with some decent creative in less than 48 hours?
  • DOVE OLD SPICE VIDEO WITH AUDIO
  •  So s
  • VIDEO - NO AUDIO 10 million starlings flock together over Rome
  • the work of german artist Jorinde Voigt, who’s stunning drawings (pdf) often rely on algorithms as a source:
  • But marketing still resembles a load of generals planning their long-range campaigns, its slow, predetermined, inflexible, unresponsive.
  • I’m not saying don’t plan. I am saying we need to plan differently. Plan for agility.
  • To create campaigns that keep pace with consumers, get rid of old launch and leave mentality. Learn to be agileLet me give you an example of brand who I think is really good at this…
  • "What Red Bull really wants to be able to do is activate [people] in the real world," Holden said. "One of the reasons they want to do that is to enhance their brand, so they can play a more central role with more mindshare in customers' lives."
  • Sure, they’ve got a facebook page and YouTube channel but this is only the start of it.
  • They are really good at seizing cultural initiative…Shaun White and Red BullTo me, this is a brilliant embodiment of the Red Bull brand. Instead of just sponsoring an athlete they have brought their idea of “gives you wings” to life by giving White a distinct competitive advantage in the Olympics.In another example of enabling its sponsored athletes to go above and beyond, Red Bull gathers all their athletes every year and has them pitch different stunts they want to do.
  • And working with the crowd to develop creative work – simply build the facility and let it self-populate.Brazilian ad agency Loducca has put together a collection of geo-tagged street art from Google Street View for Red Bull
  • Red Bull Web TVlean back and be entertained with the best content the world of Red Bull has to offer from action sports and motor sports to music and lifestyle, exclusively packed in one global 24/7 free web TV stream, any time any place.
  • Agile = People and interactions over processes and tools1. Individuals and interactions over processes and toolsCorporate ritual often places high value on organisational processes, habits, and technologies, and comparatively low value on things that individuals enjoy and derive value from – relationships, conversation, play, interaction.
  • the practice of accessing externally developed intellectual property in your own business and allowing your internally developed assets and know-how to be used by others
  • The organisation is geared around speed and responsiveness. Using daily sales data from stores, supplied by a surprisingly minimalist IT system, designers can react to what is and isn't selling. Zara can make a new line in 3 weeks, against an industry average of nine months. This lead-time advantage lets Zara operate with lower inventory levels and permits frequent line changes, giving buyers a sense of exclusivity. Zara store managers place their twice-weekly orders using a PDA. Zara designers are on a constant lookout for new ideas to keep the product line fresh. Breaking fashions can be quickly introduced in the shops, yet the business model helps guard against the risk that a new item may not sell. Zara introduces 11000 new garments in a typical year. Many lines will only be available for a matter of weeks before being replaced.
  • In order to be responsive of course, you actually have to listen to what people are saying and despite all our investment in market research we’re just not very good at it.
  •  Rather than being agile, many clients and agencies move at the speed of production at best and at the speed of the product lifecycle at worst. We heard a story just last week of a famous FMCG brand who’s innovation team are delivering hundreds of new products every year but their marketing departments and agencies can’t move fast enough to get them into the market. Something has to change.
  • At DDB we know we need to change and we’re making small steps to work out how we can best do this. We’re creating little experiments, making small changes internally and externally to help us get faster and more social. First of all we’ve got a name for our response to these circumstances, we call it Social Creativity. 
  • VW Logo. Biased – great brand and creative heritage reasons not to change too much too fast is difficult to – traditional company, thought-through/considered brand, change is a cultural challenge (cautious) maintain tone of voice and consistent high quality of creative work however recognise important to move at speed of cultureAs Leo mentioned, Volkswagen has a huge amount of heritage, and essentially we are a very traditional company, change is a cultural challenge for us. Plus we’ve got a strong creative heritage so there are lots of good reasons not to change too much too fast. Whatever we do, we need to make sure we maintain our brand tone of voice and the consistent quality of our creative work.Germanic, thought-through brand, need to plan/test/learn, progress at a steady considered pace.  We can do it, and do do it – particularly in our products; for example the BlueMotion engines, the new Beetle launching in 2011 and the new Up! city car show how fast we can be. But Volkswagen like many others are nervous about messing up, and we all have examples of those who have made mistakes e.g. Toyota’s brake failure crisis, Gap’s logo debacle,Nestle’sfacebook hijack by Greenpeace. So we want to learn from their mistakes.But we do want to move at the speed of culture and so we have been experimenting to learn and develop our thinking
  • 4. Of course great advertisers have always sought to keep up to speed with culture, to reflect what people are saying to enter into a kind of dialogue between the brand and the culture it is operating within, some brands have even tried to shape the culture they live in: Show DDB Volkwsagen ad “Think Small”. Think Small was born out of the consumerist culture emerging in America after the war
  • (show picture of big American 1950s car), particularly in the car industry but also an exhortation to the wider public to stop and think about the bigger, better, brighter claims of brands and to ask what really mattered.
  • Our approach – test and learn 1experiment with SM to work out how to keep pace with consumers – Peoples Reviewer public review car, filmed, public vote winnerFILMvery diff campaign – engaging with consumers – risk over quality of output (if its rubbish, may not want to move at speed of culture), think on feet (lots of people interacting with you at any given time – questions etc)Learnings – when appropriate to do engagement campaigns, deep engagement but limited reach (not everyone prepared to give a brand a lot of their time) depends on objectives/product/audience (niche/mass). Focus on quick stuff with scale!12. We’ve been experimenting for a while with social media, trying hard to learn and to work out how to keep pace with the consumer. We stated in 2009 with a simple competition, the search for the People’s Car Reviewer. Now the point is that this campaign wasn’t like other campaigns we’d made before – we had no idea of the kind of quality of contestant or films we’d get out of the process, so we had to think on our feet and prepare to respond to whatever circumstances arose. We had to deal with a lot more complexity than we were used to, for example managing contestants who were sore losers and were complaining about it on facebook.We also had to recognise that this kind of work can give us incredibly deep engagement but not necessarily a huge audience. So we were more clear afterwards about work which was aimed at a segment and work that was aimed at a mass-market. For now, we’re looking to do quick stuff that also has SCALE. 
  • VIDEO WITH AUDIO Our approach – test and learn 1experiment with SM to work out how to keep pace with consumers – Peoples Reviewer public review car, filmed, public vote winnerFILMvery diff campaign – engaging with consumers – risk over quality of output (if its rubbish, may not want to move at speed of culture), think on feet (lots of people interacting with you at any given time – questions etc)Learnings – when appropriate to do engagement campaigns, deep engagement but limited reach (not everyone prepared to give a brand a lot of their time) depends on objectives/product/audience (niche/mass). Focus on quick stuff with scale!12. We’ve been experimenting for a while with social media, trying hard to learn and to work out how to keep pace with the consumer. We stated in 2009 with a simple competition, the search for the People’s Car Reviewer. Now the point is that this campaign wasn’t like other campaigns we’d made before – we had no idea of the kind of quality of contestant or films we’d get out of the process, so we had to think on our feet and prepare to respond to whatever circumstances arose. We had to deal with a lot more complexity than we were used to, for example managing contestants who were sore losers and were complaining about it on facebook.We also had to recognise that this kind of work can give us incredibly deep engagement but not necessarily a huge audience. So we were more clear afterwards about work which was aimed at a segment and work that was aimed at a mass-market. For now, we’re looking to do quick stuff that also has SCALE. 
  • VIDEO WITH AUDIOrecent e.g. of nurture mentality – Polo campaign Shot with Jonathan glazer, broke November great commercial, wanted to be ready to respond to interest (if go-social) put aside contingency budget – difficult to have money assigned with no purpose SHOW ADA more recent example isour Polo campaign, which we shot with Jonathan Glazer and which broke in the UK in November. Show Last Tango in Compton ad. So we knew we had an amazing and breathtaking commercial on our hands but we also wanted to be ready to react to any interest that it managed to create online. We had to take a “leap of faith” and put some money into the creation of other assets to support the campaign if it did truly “go social”. Its incumbent on agencies to provide us with a clear framework for how the development of additional content for social media will deliver a business return.
  • m recent e.g. of nurture mentality – Polo campaign Shot with Jonathan glazer, broke November great commercial, wanted to be ready to respond to interest (if go-social) put aside contingency budget – difficult to have money assigned with no purpose SHOW ADA more recent example isour Polo campaign, which we shot with Jonathan Glazer and which broke in the UK in November. Show Last Tango in Compton ad. So we knew we had an amazing and breathtaking commercial on our hands but we also wanted to be ready to react to any interest that it managed to create online. We had to take a “leap of faith” and put some money into the creation of other assets to support the campaign if it did truly “go social”. Its incumbent on agencies to provide us with a clear framework for how the development of additional content for social media will deliver a business return.
  • - Listened – themes/good/badTo move at the speed of culture of course, you have to listen to the social conversation (Polo Twitter feed mentions).
  • - Created social components of campaign – facebook tab and content15. And second creat social components for our campaign so that it could be easily transferred into popular culture but would help keep the creative idea fresh (Show Facebook Polo tab).
  • - Interest in music – link to find trackWe also saw that people were interested in the music so we asked the record label to make the track easy to find on itunes.
  • - Created more content in response to demand15. We created additional content in response to popular demand (Photos)
  • - Now we’re considering making some limited edition posters.
  • classic client/agency challenge - agencies wanted to do it (great content), client concerned about investment without knowing ROI rough plans, leap of faith, test and learn approach!SHOW FILM15. We also created additional content in response to popular demand (film)But the point is that from a client perspective we have to weigh-up whether this is a sensible investment – will the content we develop achieve anything, will anyone share it, will it be well-received? Its somewhat unknown for us, but its also very valuable for us as a way of learning for the future.
  • VIDEO WITH AUDIO classic client/agency challenge - agencies wanted to do it (great content), client concerned about investment without knowing ROI rough plans, leap of faith, test and learn approach!SHOW FILM15. We also created additional content in response to popular demand (film)But the point is that from a client perspective we have to weigh-up whether this is a sensible investment – will the content we develop achieve anything, will anyone share it, will it be well-received? Its somewhat unknown for us, but its also very valuable for us as a way of learning for the future.
  • Risk worth taking!Paid off
  • VIDEO WITH AUDIO
  • VIDEO WITH AUDIO
  • (operating for agility) Huge learning curve – changed process and structures. hard enough to respond and react to calls/letters in a week let alone publically digitally within 24hrs. to help speed of response – cross functionalteam, rep from every department, but small so agile, view from all angles, quickly, and react as one.
  • - training – understand what trying to achieve and value, customer hub (customer convorealtime)nuture confidence, generate a more open and honest organisation seek input – internal competitions - fresh relevant content key, requires help across the business
  • (key for success) Close and trusting client : agency relationship key VW small team, easier as already rely a lot on DDB how measure the performance of work as a team – still working on this, and whether moving at the speed on culture really does deliver business benefit.
  • 17. At DDB we have also been working on making the necessary changes in order to move at the speed of culture and deliver the social creativity vision. We have hired new kinds of talent, particularly from the PR industry because PR people are really good at reacting fast to events and exploiting the news agenda, We are changing the briefing process, we are asking for work that is more like bite-sized chunks of content than simply big commercialswe are changing Account Handling and Planning job responsibilities to extend their remit beyond launch and leave and into longer-run socialised marketing programmes.
  • 19. Before we finish we’d like to share a DDB campaign from another client, Unilever’s Knorr brand in Canada. Along with the London office we’re seeing great strides being made in Vancouver and we believe it is because the DDB agency there is tightly integrated with both the digital arm Tribal DDB and the social media arm Radar DDB. Play Knorr Salty case study film.
  • 19. Before we finish we’d like to share a DDB campaign from another client, Unilever’s Knorr brand in Canada. Along with the London office we’re seeing great strides being made in Vancouver and we believe it is because the DDB agency there is tightly integrated with both the digital arm Tribal DDB and the social media arm Radar DDB. Play Knorr Salty case study film.
  • Sketch-out the shape of the client and agency of the future viz talking about crowdsourcing
  • 20. So in conclusion, we’ve shown you that whilst there are some things that take a long time to change, overall, our culture is speeding-up and we need to speed-up with it or we’ll be caught-out. This means we need to change our outlook, our client agency relationships, our work and our processes. It is nothing short of a deep culture change for marketing as it is today.
  • 18. We’ve got a great film that really sums this thinking up, (show 6 degrees film).
  • VIDEO WITH AUDIO18. We’ve got a great film that really sums this thinking up, (show 6 degrees film).
  • 20. So in conclusion, we’ve shown you that whilst there are some things that take a long time to change, overall, our culture is speeding-up and we need to speed-up with it or we’ll be caught-out. This means we need to change our outlook, our client agency relationships, our work and our processes. It is nothing short of a deep culture change for marketing as it is today.

DDB Being Agile DDB Being Agile Presentation Transcript

  • Being Agile
    Leo Rayman
  • Precis
    The days of launch and leave marketing are coming to an end.
    As the world around us accelerates brands must become more agile. They need to be able to move at the speed of culture not just the speed of production.
    Where once we had big-budget, set-piece campaigns we now need to think more like a newsroom; creating and curating content that allows the brand to be always-on.
    Managing and measuring this new approach to participation requires a rethink about the way we run our marketing practices.
    Both clients and agencies must evolve to take advantage of the new realities.
  • TIMELAPSE VIDEO – NO AUDIO
  • DINOSAUR VIDEO – NO AUDIO
  • 1. People
  • Hello?
  • 2. Speed
  • “The life expectancy of exclusive information can now be measured in minutes, if not in seconds.”
    Alan Rusbridger
  • <1 minute
    2011 Japan earthquake
    1891 Nobi earthquake
    1805 Battle of Trafalgar
    Time taken to reach London
    17 days
    1 day
    4.3 kph
    394 kph
    326,000 kph
  • 2000s
    1969
    1909
    1825
    1785
    6000 BC
    8 mph
    10 mph
    13 mph
    45 mph
    1330 mph
    2300 mph
    In less than 50 years, speed has increased more than in the entire previous 8,000
  • Innovation has been getting faster during the last 50 years (USPTO)
  • Being Agile
  • Fail to plan
    Plan to fail
  • No more “Launch & Leave”
  • Always-on
  • Real
  • Collaborative
  • It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change.
  • Being Agile
  • AGILE MANIFESTO
    Individuals and interactions over processes and tools
    Working software over comprehensive documentation
    Customer collaboration over contract negotiation
    Responding to change over following a plan
    http://agilemanifesto.org/
  • The Peoples Reviewer
  • The Peoples Reviewer
  • Last Tango in Compton
  • Last Tango in Compton
  • Remixes?
  • Remixes?
  • Remixes?
  • Managing in an Agile world
  • An “Agile” culture?
  • “…an open, collaborative, curated process is the best technique to swim with the flood and influence its path.”
  • Crowdsourcing campaigns
    Creative marketplaces
    2005
    2006
    2010
    2009
    2008
    2007
    General marketplaces
    Crowdsourcing projects
  • Culture Change
  • 6
  • 6
  • Being Agile
    Always-on
    Real
    Collaborative
    Responsive
    Imperfect…
  • Thank you
    Leo Rayman, DDB/Tribal DDB, London
    Twitter:@leorayman
    Presentation “DDB Being Agile” on