Google firestarters 8 - agency innovation
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My slides from the Agency Innovation Debate at Google Firestarters 8
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Google firestarters 8 - agency innovation
- 1. My contribution to the Agency Innovation Debate at Google Firestarters 8, including some notes and voiceover
- 2. mapping media innovation Unlike some of today’s speakers, I’m not responsible for changing the agency model or process. I’m a planner, so I wanted to think about how a planner’s role as the person responsible for keeping abreast of culture, technology and change can apply inspire practical innovation in what an agency makes. My job involves a lot of making media, and I wondered how the process of making things overlaps with the challenges we’ve heard about for innovation folk in agencies
- 3. hypothesis the role of innovation in agencies is to keep up with research and technology going on outside them Translating learning from outside our industry to make it useful inside. But not just useful, also to make it commercially valuable. This means two things: externally, it means pretending to be the smartest person in the room so that clients pay for your time, and internally, it’s trying to bring people along with you so that your insight changes something
- 4. innovation in agencies So the role of innovation in agencies is contradictory. It means using lots of conceptual thinking from other categories, and simplifying it so that it can be used by people who don’t have the time to read it This is natural ground for media agencies, where innovation is powered by tech and media companies rather than by their own process
- 5. innovation in media FEW MANY Media has changed a bit. You might of noticed…… And rather than focusing on all the ever increasing pace of change, I wanted to think a little bit about what the nature of media teaches us about navigating change, and how to bring people along on a journey
- 6. what are media? ”Media: Oil on Canvas" The nature of media? Not the stuff we obsess over, but what does it mean to intermediate something? Look at the wall of an art gallery. There’s a little sign telling you that the media used are oil and canvas. And by looking at what is left when you remove the oil and the canvas, you can see what they were intermediating In this case, nothing physical They are intermediating a person's view of the world and place in a culture
- 7. but why stop there……. media: Faraday’s knowledge on metal So how does this help us? Michael Faraday discovered link between electricity and magnetism His discovery was of little practical use at the time, as it was just a theory He gave it practical application by building the first electric motor He intermediated his knowledge This gave people access to his work, without having to understand his theory The electric motor is a medium for his knowledge
- 8. intermediating our knowledge navigating through research and technology requires a map So as the people whose job it is to keep up with changing technologies and theories, how can we do what Faraday did, and intermediate our knowledge, so that people can access it whether or not they understand it? How can we navigate through cultural and technological change to bring clients solutions rather than theories?
- 9. I’ve been trying to intermediate the knowledge that I think best helps us set direction for brands We’re in the business of changing behaviour. Too often, ‘innovation’ focuses on the ‘opportunity’ side of the equation. Opportunity moves at the speed of technology. Human motivation is unchanged since evolutionary times. So intermediating motivational insight from other places will likely have more long term value we’re in the business of changing behaviour behaviour = motivation x opportunity Moore’s LawDarwin’s Law
- 10. making a map to innovate by So in this case, the knowledge we are intermediating is that of Mark Earls and Daniel Kahnemann, on human decision making. Some of the most insightful stuff you’ll find on motivation, but also counter intuitive to many marketers, and to the way our industry works
- 11. media latitude & longitude System 1 (subconscious) System 2 (conscious) Individual Learning Social Learning So first, we need to grossly over-simplify some serious research And since those books are about copying and remixing, with apologies to Mark I’ve not just socially learnt his quadrants but I’ve also remixed them
- 12. how networks of people make decisions Is IsDoes Does Human (adult) Behavioural Economics Neo- Classical Economics Human (Infant) People I know People like me Individual choice architecture AIDA Marketing People I want to be like System 1 (subconscious) System 2 (conscious) Individual Learning Social Learning Which gives some simple guiding principles about how people make decisions
- 13. Highly visible social cues So no need for rational thought Highly visible social cues So no need for rational thought Category purchases define how an individual portrays themselves to the world – their personal brand Category purchases define how an individual portrays themselves to the world – their personal brand No social cues Begrudging rational thought No social cues Begrudging rational thought Few social cues, so advertising offers a substitute for actual popularity Few social cues, so advertising offers a substitute for actual popularity how people make category decisions System 1 System 2 Individual Learning Social Learning And then we can start to build in the potential for commercial value, in thinking about the norms for brands within those sectors
- 14. CoffeeCoffee NewspaperNewspaper MusicMusic FashionFashion ShoesShoes CosmeticsCosmetics FlightsFlights HolidayHoliday MobileMobile PCPC JewelryJewelry CarCar HouseHouse InsuranceInsurance MortgageMortgage Bank AcctBank Acct SoftwareSoftware DeodorantDeodorant MilkMilk CerealCereal DetergentDetergent SupermarketSupermarket BeerBeer WineWine mixed media: Kahnemann & Earls on data & agency process SpiritsSpirits CharitiesCharities And by intermediating some data too, we can map categories and brands onto the grid. Which, going back to Faraday, is Mixed Media: Serious Research on category data and agency process
- 15. navigating by the map to make media for brands Media Creation Media Distribution Media Optimisation Media Partnership The brand is a part of the cultural category it operates in, so product news is inherently spreadable. Peers are the key source of inspiration High value purchases that define how a user portrays herself to the world. Media dramatises the brand lifestyle, and product fans are a media channel. Low frequency purchase, but in market for short time: hence begrudging rational thought. Low product differentiation. Experts are a key source of influence, therefore are the media that should be optimised. High frequency, low value, habitual purchases. Few category cues to copy, so advertising is a proxy for actual popularity. Low product interest/high category interest means media should be made in partnership with the things people do care about. Which leaves some directions for brand behaviour – where you are, where you want to get to, who can help, and in this example, for when we want to use the media we have made to help guide what media we should make for our clients But more importantly, which can be used by people whether or not they’ve read the books they are intermediating.
Hinweis der Redaktion
- Unlike some of today’s speakers, I’m not responsible for changing the agency model or process. I’m a planner, so I wanted to think about how a planner’s role as the person responsible for keeping abreast of culture, technology and change can apply inspire practical innovation in what an agency makes. My job involves a lot of making media, and I wondered how the process of making things overlaps with the challenges we’ ve heard about for innovation folk in agencies
- Translating learning from outside our industry to make it useful inside. But not just useful, also to make it commercially valuable. This means two things: externally, it means pretending to be the smartest person in the room so that clients pay for your time, and internally, it’s trying to bring people along with you so that your insight changes something
- So the role of innovation in agencies is contradictory. It means using lots of conceptual thinking from other categories, and simplifying it so that it can be used by people who don’t have the time to read it This is natural ground for media agencies, where innovation is powered by tech and media companies rather than by their own process
- So, innovation in media Media has changed a bit. You might of noticed…… And rather than focusing on all the ever increasing pace of change, I wanted to think a little bit about what the nature of media teaches us about navigating change, and how to bring people along on a journey
- The nature of media? Not the stuff we obsess over, but what does it mean to intermediate something? Look at the wall of an art gallery. There’s a little sign telling you that the media used are oil and canvas. And by looking at what is left when you remove the oil and the canvas, you can see what they were intermediating In this case, nothing physical They are intermediating a person's view of the world and place in a culture
- So how does this help us? Michael Faraday discovered link between electricity and magnetism His discovery was of little practical use at the time, as it was just a theory He gave it practical application by building the first electric motor He intermediated his knowledge This gave people access to his work, without having to understand his theory The electric motor is a medium for his knowledge In this way, a hoover can be read as ‘Faraday’s knowledge on rubber and plastic’
- So as the people whose job it is to keep up with changing technologies and theories, how can we do what Faraday did, and intermediate our knowledge, so that people can access to it? How can we navigate through cultural and technological change to bring clients solutions rather than theories?
- I’ve been trying to intermediate the knowledge that I think best helps us set direction for brands We’re in the business of changing behaviour. Too often, ‘innovation’ focuses on the ‘opportunity’ side of the equation. Opportunity moves at the speed of technology. Human motivation is unchanged since evolutionary times. So intermediating motivational insight from other places will likely have more long term value
- Mark Earls and Daniel Kahnemann’s work on human decision making. Some of the most insightful stuff you’ll find on motivation, but also counter intuitive to many marketers an to the way our industry works
- So first, we need to grossly over-simplify some serious research And since one of those books is about copying and remixing, with apologies to Mark I’ve not just socially learnt his quadrants but I’ve also remixed them
- Which gives some simple guiding principles about how people make decisions
- And then we can start to build in the potential for commercial value, in thinking about the norms for brands within those sectors
- And by intermediating some data too, we can map brands onto the grid. Which, going back to Faraday, is Mixed Media: Serious Research on category data and agency process
- Which leaves some directions for brand behaviour – where you are, where you want to get to, who can help, and in this case for when we want to use the media we have made to help guide what media we should make for our clients But more importantly, which can be used by people whether or not they’ve read the books they are intermediating.