New Heads for New Hats

Read this post on New Roles in Advertising at Scott Goodson's blog...Am reproducing the 'new heads' with a few comments of mine...

Digital Presence Strategist
This person is a hybrid web strategist with curiosity about new technologies and a familiarity with mobility applications. This is not a media strategist or a technologist.

I have played this role to some extent at Tribal. But then again, a lot more can be done. A lot more conversations need to happen between the agencies and the technology companies. The tech companies are ready and raring to go, the agencies are sadly not...

Let me add the hat of Synthesizer to the list- Last Sunday, was having a chat with my friend Josy(Paul) over breakfast and I did share with him this need for a synthesizer. This guy, has to be a creative strategist who has this ability to both look at things from a helicopter view and also should be able to handle the micro details. But most importantly, he can synthesize the brand idea, the social/ cultural environment and the available new technology to create impactful communication and to engage people. Synthesis skills perhaps need to replace/ augment the traditional planning skills.

Idearator
This is an idea generator who has a legacy in the digital space but is broad enough to come up with ideas that live in all media. This person must play across many disciplines. This role will become increasingly important because the emphasis, the value, and the fundamental business model for agencies has shifted away from a focus predominantly on execution to a focus on ideas.

The way I look at things the art-copy team of the past will gradually get replaced by the Idearator-Synthesizer duo in the future facing agencies!! Of course, in India it's still conceptual. The creative fiefdoms at legacy agencies(and we have mostly those) will stomp the idea in the womb.

Partnership Director
Partnering with ‘best-in-class’ individuals and firms is what enables agencies like StrawberryFrog to leapfrog the traditional legacy corporate agencies. This person’s role is to continuously manage the agency’s partnerships and be able to draw on the world’s best talent, tailored to a client’s specific needs. While all agencies work with outsourced talent in some shape of form (some more openly and overtly than others who hide this fact), this is now becoming a mainstream way of working in the evolving media revolution.

I had written about 'the networking quotient' of employees here. I totally agree with Scott, just like great product/ brand ideas like the ipod evolve an eco-system of ancillary companies, ideas around itself - accessories, itunes, docking stations even massage chairs with ipod holders!! The partnership director must focus on evolving an eco-system of small and big ideas/ products/ marketing around the starting idea.

Social media-whatever
But anyone with any expertise in social media has been important for some time now, and this area of expertise will only keep growing.

I think generally the guys who can translate any piece of communication into conversation will be invaluable.

I was having lunch with Madhu Mantena, the producer of Ghajini, sometime back. And he mentioned that once the movie was ready, he and his team looked at creating a 100 conversation points for the content. And lo we had a 250cr block-buster. Maybe, folks from Bollywood, the avant-garde PR guys and people with large personal and professional networks could be tapped for this role.

Thanks Scott, once again you got me thinking...

Good Tea & the Future The Way We Want It To Be

Just finished my second cup of well-made Darjeeling tea in my favourite white cup! Ah the small pleasures of life...Getting ready for a long day of book research and writing after a two week hiatus...

Had read this post by Scott Goodson, the Strawberry Frog CEO on the different agency models and the need for extreme agility and adaptability among agencies in times of recession/ slowdown. You can read it here...

It also got me thinking about the need to adapt as a worker-ant/ employee/ networked knowledge worker/ creative portfolio worker...Thots not exactly in order...

1. The department must die. I feel the rate of our contribution dramatically increases with our ability to collaborate across the blurring boundaries of department. I am talking strategy, creative, servicing, digital media, OOH, research, brand identity...Though there are no visible signs of 'the department' dying in an Indian agency any time in the near future. Long live the fiefdoms!!

2. Employee NetworksThe agile companies must respect, use and reward employee networks. At 437 LinkedIn connections, I am perhaps a little more useful than I was a year back:-)This is a social network. But it's also a knowledge and personal network that can do great stuff together, solve issues, share experiences. Suddenly, the sum of all these employee networks can become a potent force for the small agile company!

3. Portfolio Working. I had been wanting to do it ever since I first read about the concept in Charles Handys' book - the empty raincoat! As we increasingly get hurtled into the ever closely knit creative-knowledge economy, opportunities to do portfolio work(not just for pure creatives) but everyone has risen through the roof...

4. Make New ConnectionsWhile the economy has slowed down dramatically, the potential to make new business connections has never been greater.

Take 1 jar of open mindedness and enthusiasm + add a full saucer of environment scanning + heat it a little + shake it with new thinking + add 1 table spoon of new ideas and approaches and hey you have a new business idea or model or new portfolio friends...

eg. A specialised Bollywood/ A/V content Marketing Agency*, Youth Marketing Company, Personal Branding Consultancy, Low cost SOHO brand building packages(this one came as of yesterday as I was approached by a London based company for a guest blog post)

Gmail, LinkedIn, Skype ensure that this souffle comes for FREE!!

5. Re-skillingMost of us(all of us) sit on a few kilos of unused talent. A minor re-skilling can polish up those and can be gainfully employed in a portfolio way. In the past 3 months or so, at a personal level, I have discovered that I could be a trainer, executive coach, youth/ culture/ Bollywood film marketer...It's just that we sit on our asses waiting for things to happen(at least that was my case) Whereas the environment is right for re-skilling and creating new revenue models(both for the company and personal)...

6. The Un-Company ManWhen I was looking for a job two years back, a very senior media person(ality) said that I wasn't much of a company man(the spirit of the remark was a wee bit pejorative)...However, if we look at the debris of corporate America and the loss of jobs closer home, the company as the sole provider of financial security and stability no longer exists. It's both a scary and a liberating thought. In fact now may be the best time to finally come out of the life long shackles of the COMPANY.

The company will definitely exist; but that will no longer be the sole/ desired work model. Like I said, (a) portfolio working, (b) greater degree of employee entrepreneurship, (c) company as a employee collective, (d) virtual creative/knowledge worker networks and more are/ will emerge stronger...

I feel the time, the tools and the environment is just right to create the future the way we want it to be!!

Wanted Entrepreneurs!

Came across StrawberryFrogs'Scott Goodsons' blog entry - ADVERTISING NEEDS MORE ENTREPRENEURSHIP, MORE THAN EVER.

Says he - 1. The sign of a healthy industry is the state of its entrepreneurial spirit. The advertising industry as a whole needs more entrepreneurs. The large conglomerates that control and dominate the industry need more competition.

2. We need more entrepreneurs. A little backbone and a lot of ambition. Because this drives the industry forward. And the more people in the huge conglomerates see indies succeed the more they should think "hey if they can do it, I can do it too"!!

Scott's post made me think what's wrong with the big networks who have a fair share of talent and entrepreneurial spirit.

(a) It's not that the big networks don't have talent, it's just that there is not much incentive to do things differently. Failure is heavily censured. So, the brightest guys are afraid to deviate from the dotted line.

(b) Entrepreneurship grows when there is a small pool of like-minded people with shared belief and passion. Big networks seldom actively allow their brightest minds to pool their talent and energies together. Most often talent is locked in silos that seldom partner each other.

(c) The existing power-structure is so focused on the things that worked in the past and in servicing the current big clients that any new thought/ project/ venture never gets the attention, money and backing to lift-off...

(d) And many a time the best of the CEO's vision gets lost in translation as it has to pass though the fat layer of middle management and mindsets stuck in the past...

But looks like the winds of change are blowing hard:-)