“But if I’m going to tell someone to work a weekend, or expect them to work through the night, you can’t do that and then say, “See you I’m going for dinner.” They just don’t believe in it. They should see you working your *ss off. They should see you sweating things. They should see you taking things personally. I believe that. I just don’t think the higher you go, the cushier it should get.”
People remember the boss and that’s the thing you know. If you’re going to expect a lot from your employees they should expect a damn lot from you.”
“What are three things you can do to create the culture you want? DAVID: Be straight with your agency, your goals – don’t feed people the same old bullsh*t. Don’t stand up and give them your token, “Well it’s been a great year and what we’re going to do is this…” speech. Find out what they want. Get a clear vision of what their expectations are. Celebrating victories. Taking the blame for when it all goes wrong. I like to make decisions. I feel I’m decisive. But if I make the wrong decision, it’s on my shoulders; I don’t go looking for a scapegoat. And culture is about that. And culture gets to the point where it’s the superficial things as well it’s also environment in your office. It doesn’t mean you have to have a wacky office but you can’t be in these heinous environments where it affects your mood.
“But I believe in doing stuff together, and sometimes you have to force people to do stuff together, show people you want to invest in them, celebrate them, they don’t want to know that all the money goes into the flash car you put into the car park.”
“I think you have to be decisive. I think it doesn’t help anyone to hum and hah around things or to not give someone an answer and say, “Well I’m not sure, let’s do some more work.” I think that just throws people into a spin. I think if you want solutions you have to be practical about stuff. You have to be ruthless about things. Like I said as long as you give justification for your opinion, but that’s one of the few things I believe in myself is my eye for ideas. That’s what I trust anyway, I’m flawed, but that’s got me where I am, seriously, all the other flaws and weaknesses and foibles I have are tolerated because I’ve got an eye for ideas. People will forgive you for anything if you deliver work.“
DDB Stockholm’s “Fun Theory” effort for Volkswagen and Wieden & Kennedy’s “Chalkbot” for Nike Livestrong earned Cyber Grand Prix, capping off a winning run on this year’s awards circuit for both agencies and campaigns. Check them out below:
Total number of Cyber Lions awarded: Two Grand Prix, 15 Gold Lions, 30 Silver Lions and 52 Bronze Lions.
Why they won: Both campaigns were prime examples of two themes that emerged from the best work seen during the judging process: invisible technology and “real-time” interaction. The greatest innovations supported “this notion that technology will reach its peak when you don’t even realize it’s there,” said Mr. Benjamin, quoting one of the jury members. “The stuff that was so innovative was the stuff that seemed magical. It had technology, but that’s not what was showing.”
What’s next: The award-wining work, said Mr. Benjamin, “points to the future of how we’ll work together in our industry — this notion of creatives coming together with technologists. It’s not about just the art director and writer anymore, it’s about technology, the interaction designer, all these people coming together. It’s probably been happening for a while, but that’s now entering larger agencies.”
Added juror Robert Rasmussen of Tribal DDB: “When you look through the work that won, you can feel the technology present in the creative process. If you go through all these winners, you’d be hard pressed to find one that didn’t have technology woven into the creative solution.”
Online voices of early adopters are not something you want to mess with
Younger early adopters aren’t going to be dazzled by new technology just because it’s new: Products have to prove their usefulness to the group
53% of young women (Gen Y) identified themselves as early adopters. One researcher noted they are “the first to try new technologies, even before they become mainstream”
Find those individuals who are going to be your advocates, and take the time to understand what makes them happy. Be upfront about missteps, and correct course quickly. There is nothing early adopters like more than to be heard by marketers.
[RO] Orice declaratii sau opinii exprimate pe acest site apartin autorului si nu reflecta opiniile organizatiilor din care acesta face parte sau cu care lucreaza.
[EN] All statements on this website belong to the author and do not reflect the opinions of any related organization or partner.
