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How your advertising skills can become even more meaningful in the
innovation field.
Adrian Ho
Image via: http://practicalwingchun.cn
The match that shaped Bruce Lee’s approach to Kung Fu
The infamous fight: Oakland, CA 1964
Image via: http://practicalwingchun.cnImage via: http://http://10000victories.com/
Wong Jack Man Bruce Lee
It’s traditional frameworks or styles that are.
Traditional techniques aren’t
the problem.
Separates techniques from form. Relies upon fighter’s intuition and creativity rather than
tradition or formulas.
Jeet Kune Do:
A style without a style.
Pete Maulik, CSO at Fahrenheit 212, gave us the single
best piece of advice in 2006: “The hardest thing for
you will be to remember you’re not in an advertising
agency.”
We were given the
same advice before
we opened.
Innovation expert Peter Maulik ’04 shows that there is
more to success than luck and circumstance. Read on p25
Columbia women leading the upper
echelons of the finance industry. p10
GE CFO Keith Sherin ’91 heads up a
$1 billion investment in Big Data. p16
How do leaders set values or reset
their organization’s direction? p28
LEADINGCHANGE
THEGAMECHANGERS
THE
READY SET
INNOVATE
Advertising is a
business of
people
Advertising is a
business of
people
Who operate
within a culture
Advertising is a
business of
people
Supported by
departments,
processes and tools
Who operate
within a culture
Advertising is a
business of
people
Supported by
departments,
processes and tools
Who operate
within a culture
Created from
frameworks, ideas
and philosophy
Advertising is a
business of
people
Designed to
enhance and enable
the creation of
advertising
Supported by
departments,
processes and tools
Who operate
within a culture
Created from
frameworks, ideas
and philosophy
Question how, why and by whom that output is created
Don’t just question the output of the agency
The most fundamental
decisions actually have the
most far reaching
implications.
Retained Relationship Implications
Time sheets and time accounting systems
Relationship/account managers
Lengthy development times and processes
Agencies extending themselves beyond core
Makes it difficult to innovate or disrupt
Measured by time
Built around a relationship
For managing something
Growth through additional services
Designed to ensure continuity
Project Relationship Implications
No time sheets, our profitability is our business
No account people, greater collaboration
Small agile teams, value speed
We build change into our deliverables
We partner on innovation
Measured by task
Built around a goal
For doing something
Growth through new opportunities
Designed to create something new
• New business pitches
• HR departments
• Team structure
• Campaign cycles
• Brand/communication models
• Awards
Agencies are built upon dozens of
fundamental decisions with equally far
reaching implications.
Agency people are literally bound by frameworks that hold them down and hold them back
The burden of those decisions is carried upon your backs
Image via: http://www.hellenica.de
It’s traditional frameworks or styles that are.
Traditional techniques aren’t
the problem.
Separate your techniques from your structures. Rely upon intuition and creativity rather than
tradition or formulas.
Free yourself from “the agency.”

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Cannes 2013 v4

  • 1. 2640 Lyndale Ave. South | Minneapolis, Minnesota 55408 | T +1 612 279 1400 | www.zeusjones.com How your advertising skills can become even more meaningful in the innovation field. Adrian Ho
  • 3. The match that shaped Bruce Lee’s approach to Kung Fu The infamous fight: Oakland, CA 1964 Image via: http://practicalwingchun.cnImage via: http://http://10000victories.com/ Wong Jack Man Bruce Lee
  • 4. It’s traditional frameworks or styles that are. Traditional techniques aren’t the problem.
  • 5. Separates techniques from form. Relies upon fighter’s intuition and creativity rather than tradition or formulas. Jeet Kune Do: A style without a style.
  • 6. Pete Maulik, CSO at Fahrenheit 212, gave us the single best piece of advice in 2006: “The hardest thing for you will be to remember you’re not in an advertising agency.” We were given the same advice before we opened. Innovation expert Peter Maulik ’04 shows that there is more to success than luck and circumstance. Read on p25 Columbia women leading the upper echelons of the finance industry. p10 GE CFO Keith Sherin ’91 heads up a $1 billion investment in Big Data. p16 How do leaders set values or reset their organization’s direction? p28 LEADINGCHANGE THEGAMECHANGERS THE READY SET INNOVATE
  • 8. Advertising is a business of people Who operate within a culture
  • 9. Advertising is a business of people Supported by departments, processes and tools Who operate within a culture
  • 10. Advertising is a business of people Supported by departments, processes and tools Who operate within a culture Created from frameworks, ideas and philosophy
  • 11. Advertising is a business of people Designed to enhance and enable the creation of advertising Supported by departments, processes and tools Who operate within a culture Created from frameworks, ideas and philosophy
  • 12. Question how, why and by whom that output is created Don’t just question the output of the agency
  • 13. The most fundamental decisions actually have the most far reaching implications.
  • 14. Retained Relationship Implications Time sheets and time accounting systems Relationship/account managers Lengthy development times and processes Agencies extending themselves beyond core Makes it difficult to innovate or disrupt Measured by time Built around a relationship For managing something Growth through additional services Designed to ensure continuity
  • 15. Project Relationship Implications No time sheets, our profitability is our business No account people, greater collaboration Small agile teams, value speed We build change into our deliverables We partner on innovation Measured by task Built around a goal For doing something Growth through new opportunities Designed to create something new
  • 16. • New business pitches • HR departments • Team structure • Campaign cycles • Brand/communication models • Awards Agencies are built upon dozens of fundamental decisions with equally far reaching implications.
  • 17. Agency people are literally bound by frameworks that hold them down and hold them back The burden of those decisions is carried upon your backs Image via: http://www.hellenica.de
  • 18. It’s traditional frameworks or styles that are. Traditional techniques aren’t the problem.
  • 19. Separate your techniques from your structures. Rely upon intuition and creativity rather than tradition or formulas. Free yourself from “the agency.”