Sense Worldwide believes that collaboration is the fastest way to make the world a better place. To demonstrate the value of collaboration for creatives, brands and innovators, this year we’re running events in different cities. Our aim is to learn about and document the creative process; and to build a greater understanding of the benefits of collaboration for both client projects and individuals.
The Art of Creating kicked off in February 2017 with talks, creative happenings and of course, a party. The thing we heard loud and clear from those who attended was their need to connect with other creatively minded people from more diverse backgrounds and disciplines than theirs. The benefit of this connection being, that the fresh perspectives they are exposed to, help to stretch and challenge their own thinking. On surfacing this latent need we now see it as our job at Sense Worldwide to provide the platform, and create the conditions, for more of these interactions to take place. So that we can help everybody to advance their creative journeys.
To better understand the benefits of collaboration between disciplines, we felt a more intimate space needed to be fostered. We would like participants to relax, open up and reflect on their own creative process. Our aim is to create a setting where individuals can remove their professional masks as artists, film-makers, designers and authors to simply be the one thing that connects us all in The Sense Network – creative.
To organise these conversations over dinner was an obvious choice. Tomorrow night in Barcelona the first Sense Supper Club of 2017 will bring together 10 creatives from a range of disciplines. They will take part in a experience that encourages them to reflect on their creative process and articulate the benefits of collaboration.
We’ve had an amazing response to this initiative from all over the world and have a fascinating array of people already signed up. If you’re interested in taking part either as a host or participant you can find the application to The Sense Supper Club here.
We’re looking forward to what we will learn and where this takes us next on our creative journey.
The concept of transparency has grown into a mainstream instrument of business to create a more authentic connection with consumers. By now, people are accustomed to voting with their wallets and demanding more from brands, asking to look under the hood – can you be trusted, are you walking your talk? What makes your company, products and culture run? Increasingly though, this idea of transparency (letting people observe) is no longer enough. On the defensive, you share your culture and values outwardly. However this one-sided communication does not guarantee relevance. The most resilient brands have learned to play the offense by becoming ‘permeable’ (letting people participate). After all, if you’re not innovating with your future consumers, you’re not innovating for them.
Permeability creates opportunities for real world culture to inform company culture and output in real time. By actively engaging with relevant communities, you become complicit in creating culture. As part of the dialogue, you’re less reactive and more proactive. Brands and consumers engage in a shared journey, co-creating each others’ experiences. Why is this so important for the resiliency and success of your business?
Your brand becomes more in tune with shifts in culture as they occur, guaranteeing relevance.
Consumers have a more personal and customised experience, strengthening their bond with you.
Mitigate the risk of creating brand products or experiences that fall flat.
An extreme example of strong brand/culture permeability is Airbnb. Aside from the actual product being embedded in culture (staying in locals homes), Airbnb takes it further, by actively cultivating and inviting in local knowledge from hosts. Authentic culture automatically washes through a guest’s stay, seamlessly creating a meaningful travel experience unrivalled by any hotel chain. No insights need to be groomed, nothing artificial needs to be invented or created.
The early majority of legacy companies are now realising they too need to open up to the outside world to avoid being disrupted by utilising their own present and future consumer communities in co-creation. But they’re unsure how to access and harness the right external resources. Abundance can create inertia around options and choice of methodologies.
Beyond social media engagement, what is your company doing to open up and mobilise the creativity of the communities that surround your brand?
3-D Diversity: Why progressive brands see workforce diversity as a competitive advantage not a compliance issue.
Workforce diversity has become a hot topic over the last few years. Minority groups are still shockingly underrepresented, and companies’ HR departments are under increasing pressure to comply with equal employment opportunity regulations. Unfortunately, this focus on checking the compliance box can never unlock the full potential of true diversity.
In a seminal Harvard Business Review article on 2-D diversity, there’s compelling evidence that companies who embrace both inherent diversity (traits such as gender, sexual orientation, nationality and ethnicity) with additional acquired diversity (traits gained from experience – skills, education, cultural exposure), are more innovative and grow faster.
Acquired diversity is the result of life experiences. The more diverse inputs you experience, the richer your creative journey, and the more ‘compound interest’ you accumulate in your creativity-bank. However, many companies still hire people who think similarly, come from similar backgrounds with similar life experiences.
The debate around diversity so far has focused on the workforce within organisational boundaries and overlooks the most important stakeholder group: external audience. If you want to be a creative brand you need to embrace acquired diversity as much as possible.
Opening open up to communities around the brand would unlock what we’d call 3-D diversity. Embedding the raw creativity and visceral experiences of people who live at the edges of culture, into the innovation process itself, will drastically improve the creative journey of your brand and ultimately, as proven, supercharge your innovation and growth.
A decade ago, when sustainability became a hot topic, Nike was one of the first companies to turn sustainability from a problem into an opportunity – to great success. We believe the same shift will happen with diversity.
What’s your opinion? Are you an innovation leader that has a story to tell about the benefits of diversity, we would love to hear from you!
Just as marketers are trying to come to terms with big data, the world’s most sophisticated financial minds are finding creative ways to escape from it. At Sense Worldwide, we work with consumer giants like Nike, PepsiCo and Samsung, but we also work with private equity companies on the prowl for big takeover opportunities. I have news for the marketers out there: the bean counters are coming up with some of the most radical research briefs we’ve seen.
For example, one private equity company is buying daily satellite images of shopping mall car parks to predict footfall. They find it more accurate than any econometric model. Quite a few analysts pay people to count ships and trucks. There’s often little correlation between the reported amount of, say, ore reportedly coming out of a mine and the number trucks that pull up there. A certain hedge fund legend has an even simpler way of tracking data on a certain coffee chain. He noticed that their receipts have a universal sales number on them. Every day he buys a coffee and a muffin, then plugs his receipt number into a spreadsheet, and gets a pretty good estimate of sales volume. Marketers, if you want to save money on research, learn from a billionaire.
We recently worked on a large buyout where we used social media analysis to predict future growth for the target company, and checked their quant research using our network of 5000 influential creative thinkers around the world. The sentiment, and the thought leaders, both indicated that the brand was on the wane, even though it had reported record sales. Our private equity client factored in the marketing cost to buoy the brand back up, and passed on the sale.
Why have the spreadsheet jockeys looked up from their screens? Well, you may remember 2007, the year that the financial industry was almost destroyed by mathematical models. Nobel-prizewinning economists built valuation algorithms like Black-Scholes that few truly understood. But a few bankers were suspicious of them. When analysts pitched high-margin mortgage products to Handelsbanken, its CEO did a radical thing. He got on a plane and went to see the homes backed by the bonds. He concluded that they’d all been bought by speculators, and passed on the deal. Handelsbanken had a good financial crisis. Bear Stearns, who bet the farm on financial models, did less well.
Say what you like about bankers, they’re not stupid. They learned from their mistakes. While marketers still use qualitative research to inspire hypotheses which they take into quant, the financiers are doing the opposite. Yes, they still use surveys and algorithms. But if they can’t make sense of them in the outside world, they’re rejecting them and going with their gut. Maybe some of their methodologies will sound a little weird. But when the Masters of the Universe look at the brand valuation models touted by the likes of WPP and Interbrand, I promise you, they’re boggling at the idea that anybody would take that stuff seriously.