The Business of Creativity

The Business Of Creativity
Wednesday, July 31, 13

What makes a good planner?

VS.
Business
Analysis
Efficient
Comprehensive
Creativity
Imaginative
Impactful
Single-minded
Conﬂicting imperatives.

Business
Analysis
Efficient
Comprehensive
Creativity
Imaginative
Impactful
Single-minded
+
Conﬂicting imperatives.

Stupid people think complex things are clever.
David Trott

1. The CMO isn’t looking for more ads

70% 72%
73%77%
frustrated that brand
metrics aren’t linking back
to revenue and sales
say marketing teams don’t
understand ROI
Source: 2011 Global Marketing Effectiveness Program, Fournaise Group
ROI focused CEOs question marketing’s effectiveness
say they are bombarded
with marketing data that
hardly relates to P & L
say marketing can’t explain how
much incremental revenue
additional marketing investment
will generate

!
A Perfect Storm
Channel
Proliferation
Audience
Fragmentation
Ad
Avoidance
Importance of
Word-of-
Mouth
Blinding
Clutter
Intense
Accountability
ADVERTISERS
Pressure
on ROI
Waining AD
Inﬂuence

"WITH MORE COUNTRIES, MORE
CUSTOMER SEGMENTATION, MORE
MEDIA, AND MORE DISTRIBUTION
CHANNELS, COMPANIES AND THEIR
CMO'S ARE WAGING A BATTLE WITH
COMPLEXITY"
McKinsey Quarterly
IBM CMO Study 2012
The Overarching Problem: Complexity

Source: Global Chief Marketing Ofﬁcer Study, IBM, 2011
Percent of CMOs reporting unpreparedness
CMOs are overwhelmed by enormity of the effort.
Data Explosion
Social Media
Growth of channel and device choices
Shifting consumer demographics
Financial constraints
Decreasing brand loyalty
Growth market opportunities
ROI accountability
Customer collaboration and influence
Privacy considerations
Global outsourcing
Regulatory considerations
Corporate transparency
0% 25% 50% 75% 100%
47%
50%
54%
55%
56%
56%
56%
57%
59%
63%
65%
68%
71%

They are looking for outside help.
IBM CMO Study 2012

“Alarmingly, clients have a vastly low lowered
expectation of agencies. Only 41 % have a
positive view of the quality of agency people”
Avi Dan, Forbes

“We Make Brands
Famous”
“Innovative
Solutions”
“Brand Truths into
Business
Transformations”
“Populist Creativity”
(creating enduring, popular ideas that
solves a business problem)
“The Work,
The Work,
The Work”
“Art Serving
Capitalism”
“Big Ideas”
(make brands famous)
“ (We) exist to serve
clients, build brands,
and grow businesses.”
most of us are
just talking
in the same old
ways...

2. Creative demands new planning capabilities

What’s your favorite creative out there?

Revolutionizing the role of advertising
Storytelling Storybuilding
From: To:
Beginning, middle & end
Linear
Monologue
Closed
Beginning...and no end
Organic
Dialogue
Open

A new approach
Storybuilding means a never-ending story
Business
Potential
Story
Architecture
Identify the best
opportunity for dramatic
growth
Create a participatory,
living brand experience

Brand
Where/
How
Saying
DoingExperience Engagement
An evolution of planning.

Storybuilding Brand Building Business Building
But it is just a means to an end.

Ambidexterity?
1. The CMO
isn’t looking for
more ads
2. Creative
demands new
planning
capabilities

Yesterday" Tomorrow"
Marketing/Business Solutions
Market Analysis
C-Suite
Inside Out
Tangible brand Experiences
Advertising Ideas
Brand Research
CMO
Outside In
Intangible brand promises
Ambidexterity

Requires upfront spending and a longer term commitment
Requires Proof of Concept and/or projectable results
Breaks down silos and effects more people in the
organization
Is dependent on clear and measurable KPIs
Tangible brand ExperiencesIntangible brand promises
Ambidexterity

#$
The Intangible Brand Promise

#&
What’s the tangible brand experience?

!'

!!

Not Produced

Freestyle Chart
Not Produced

!%

The Mission
$186 MM

Current Expertise Added Capability
Brand Transformation
Creative Thinking
Deep Brand and Analytics Capabilities
Business Transformation
Financial Prowess
Deep Business and Financial Analysis
Capabilities
The Partnership

March 2011

STEEL AND STEAM DID NOT BUILD
THE INDUSTRIAL AGE.
© 2011 ManpowerGroup. All rights reserved.
SILICON AND CIRCUITS DID NOT LINK
THE INFORMATION AGE.
EVERY INNOVATION. EVERY ACHIEVEMENT.
EVERY BREAKTHROUGH IS ONLY POSSIBLE BECAUSE
IT’S HUMANLY POSSIBLE. Ideas are manufactured only by the imagination and the
determination of people. And only the businesses that
recognize this are the ones who will succeed. Our mission is to help organizations across the globe achieve more
than they ever thought possible. From workforce assessment, recruiting and training, to career management
and talent based outsourcing, our Innovative Workforce Solutions let businesses reach their fullest potential by
reawakening them to the very real power of people. We are ManpowerGroup™. manpowergroup.com
STEEL AND STEAM DID NOT BUILD
THE INDUSTRIAL AGE.
ROCKETS AND ALGORITHMS DID NOT LAUNCH
THE SPACE AGE.
SILICON AND CIRCUITS DID NOT LINK
THE INFORMATION AGE.
© 2011 ManpowerGroup. All rights reserved. © 2011 ManpowerGroup. All rights reserved.
EVERY INNOVATION. EVERY ACHIEVEMENT.
EVERY BREAKTHROUGH IS ONLY POSSIBLE BECAUSE
IT’S HUMANLY POSSIBLE.Ideas are manufactured only by the imagination and the
determination of people. And only the businesses that
recognize this are the ones who will succeed. Our mission is to help organizations across the globe achieve more
than they ever thought possible. From workforce assessment, recruiting and training, to career management
and talent based outsourcing, our Innovative Workforce Solutions let businesses reach their fullest potential by
reawakening them to the very real power of people. We are ManpowerGroup. manpowergroup.com
Experis™
/ Manpower®
/ Right Management®
The Wall Street Journal: Four consecutive right-hand
page spectacular ran in U.S. and global issues.
Humanly Possible
March 2011

you. Trust comes from deliver-
ing every day on what you prom-
ise—as a manager, an employee
and a company. It involves con-
stant teamwork, communication
and collaboration.
Research shows that the
most-trusted companies have
lower employee turnover, higher
revenue, profitability and share-
holder returns. It only makes
sense. What employee, customer
or investor would choose to do
business with a low-trust part-
ner when a high-trust option is
right around the corner?
If trust is crucial to restarting
our economy, perhaps it is time
we started helping leaders un-
derstand what trust is, how to
build it and how to sustain it.
Trust is usually given to those
who demonstrate trustworthi-
ness. What follows are five prin-
ciples leaders can adopt to dem-
onstrate trustworthiness and
embed it in their companies.
High-trust leaders try to accom-
plish their goals by serving the
interests of all stakeholders, not
by serving some while giving
short shrift to, or manipulating,
others. Leaders must clarify and
align stakeholder interests, and
prove they will promote those
interests in a fair manner.
2.
Demonstrate concern
for others
People trust those who care
about the welfare of others and
distrust those who seem con-
cerned only about themselves.
To earn trust, leaders must dem-
onstrate to others that they will
do the right thing for them even
if it puts themselves at risk. One
chief executive chose to tell a
vice president of marketing that
he was being laid off just when
competent. Data suggest this is
the primary reason so few peo-
ple trust the U.S. government to-
day. They see the government as
wasteful and dysfunctional and
therefore not trustworthy. If
leaders want to earn trust, they
must prove they can reliably de-
liver on their commitments.
This is sometimes the down-
fall of visionary leaders. I am re-
minded of the leader of a con-
sulting firm who was enamored
of his brilliant vision but failed
to realize that vision without ex-
ecution often looks like delusion.
People liked him, but they didn’t
trust him because he didn’t exe-
cute on his lofty ideas. High-
trust leaders make sure that
there is a reasonable probability
and capability to deliver before
they make promises.
4.
Be consistent and honest
High-trust leaders tend to
feature consistency and integrity
in their behavior. High-trust
managers always try to honor
their word and, if they fail to do
so, they apologize and make sure
it does not become a habit.
When Warren Buffet was embar-
rassed by revelations that his
right-hand man, David Sokol,
had an undisclosed conflict of
interest ($10 million in stock he
held personally) in a major deal,
he did not hide behind lawyers
or say “no comment.” He admit-
ted the mistake and put mea-
sures in place to ensure that it
would not happen again. Most
people know that perfection can
only be an aspiration. Trust
comes from always striving al-
ways to honor ones word.
5.
Communicate frequently,
clearly and openly
Because trust is largely about
relationships, communication is
critical. Communication is also
the vehicle through which the
other four elements of trustwor-
thiness are delivered. The ability
to align interests, demonstrate
benevolence, accurately commu-
nicate one’s capabilities and
practice what you preach all re-
quire effective communication
skills.
Spirals of distrust often begin
with miscommunication, leading
to perceived betrayal, causing
further impoverishment of com-
munication, and ending in a
state of chronic distrust. Clear
and transparent communication
encourages the same from oth-
ers and leads to confidence in a
relationship.
i i i
Restoring trust will require
more than ethics training. It will
require leaders and organiza-
tions that earn trust by striving
to manifest trustworthiness in
word and deed.
Dr. Hurley is a professor at
Fordham University and author of
the book “The Decision to Trust:
How Leaders Can Create High
Trust Companies.” He can be
reached at reports@wsj.com..
the stage for even their most
skilled people to fail.
It’s crucial for leaders to
screen out bad apples before
they’re hired—and if they do slip
through the cracks, bosses must
make every effort to reform or
(if necessary) oust them.
Spreading the Vibes
It’s easy to understand why
bosses would rather focus on at-
tracting and developing super-
stars. A mountain of research
shows that stars and geniuses
can deliver astounding results.
And, obviously, it’s more fun and
inspiring to focus on top-per-
forming, energetic employees.
But studies of everything from
romantic relationships to work-
place encounters show that neg-
ative interactions can pack a
much bigger wallop than positive
ones. The reason is simple: “Bad
is stronger than good,” as psy-
chologist Roy Baumeister and his
colleagues put it. The negative
thoughts, feelings and perform-
ance they trigger in others are
far larger and longer lasting than
the positive responses generated
by more constructive colleagues.
Consider research on bad ap-
ples and team effectiveness by
Will Felps, Terence R. Mitchell
and Eliza Byington. They exam-
ined the impact of team mem-
bers who were deadbeats (“with-
holders of effort”), downers
(who “express pessimism, anxi-
ety, insecurity and irritation”)
and jerks (who violate “interper-
sonal norms of respect”). An ex-
periment by Mr. Felps found that
having just one slacker or jerk in
a group can bring down perform-
ance by 30% to 40%.
How can organizations squash
those negative influences? The
easiest way, obviously, is to
avoid hiring bad apples in the
first place—and that means tak-
ing a different approach to as-
sessing candidates for jobs.
The usual means of screening
are often weak when it comes to
determining if a job candidate is
a bad apple. Candidates may
have gone to the best schools or
may come across as charming
and brilliant in interviews—thus
disguising their laziness, incom-
petence or nastiness.
That’s why one of the best
ways to screen employees is to
see how they actually do the job
under realistic conditions. Ak-
shay Kothari and Ankit Gupta fa-
vor that approach. When they’re
hiring new people for their Palo
Alto, Calif., company, Pulse,
which makes a news-reading app
for mobile devices, they consider
evaluations from peers and supe-
riors and do multiple rounds of
interviews. But they say the most
effective thing is to bring candi-
dates in for a day or two and
give them a short job to accom-
plish. (The candidates are paid
for their time.)
Not only do they learn a lot
about the candidates’ technical
skills, Messrs. Kothari and Gupta
say, but they also learn about
their personality. How do they
deal with setbacks? Do they
know when to ask for help and to
give others help? Is the candi-
date the kind of person they
want to work with? The partners
say there have been several can-
didates who looked great on pa-
more colorful word than “jerk”).
The company starts sending
the message during the hiring
process, says CEO Paul Purcell.
“During the interview, I look
them in the eye and tell them, ‘If
I discover that you are a jerk, I
am going to fire you,’ ” he says.
“Most candidates aren’t fazed by
this, but every now and then,
one turns pale, and we never see
them again—they find some rea-
son to back out of the search.”
When the company makes a
hiring error and brings aboard
an employee who persistently
demeans colleagues or puts per-
sonal needs ahead of others,
Baird acts quickly to deal with or
expel the bad apple.
Mr. Purcell’s crusty approach
won’t work in every company
culture. For an idea of how to
handle the task with a more sub-
tle hand, look at renowned chef
Alice Waters, who has headed
the restaurant Chez Panisse in
Berkeley, Calif., for 40 years now.
Biographer Thomas McNamee
describes how Ms. Waters’s love
of people and food has spread to
those around her. Along the way,
though, many bad apples have
been shown the door—but Ms.
Waters doesn’t hold it open. The
process usually starts when one
of her colleagues conveys the
message that Ms. Waters isn’t
“entirely pleased.” If the hints
don’t work, then that colleague—
curb the toxic employee’s behav-
ior. Another tactic is to physi-
cally isolate the bad apple.
In one organization, there was
a deeply skilled and incredibly
nasty engineer whom leaders
could not bring themselves to
fire. So, they rented a beautiful
private office for him several
blocks from the building where
his colleagues worked. His co-
workers were a lot happier—and
so was he, since he preferred
working alone.
But beware: Leaders who be-
lieve that destructive superstars
are “too important” to fire often
underestimate the damage they
can do. Stanford researchers
Charles O’Reilly and Jeffrey Pfef-
fer report a revealing episode at
a clothing retailer. The company
fired a top-producing salesman
who was a bad apple. After he
was gone, none of his former col-
leagues sold as much as he had.
But the store’s total sales shot up
by nearly 30%. The lesson, ac-
cording to the researchers: “That
one individual brought the oth-
ers down, and when he was gone,
they could do their best.”
Mr. Sutton, a professor of manage-
ment science and engineering at
Stanford University, is the author of
“Good Boss, Bad Boss: How to Be
the Best…and Learn from the
Worst.” He can be reached at
reports@wsj.com.
RossMacDonald
Sources: Roy F. Baumeister, Florida State University, et al.; Andrew Miner, University of Minnesota, et al.; Teresa Amabile and Steven Kramer, “The
Progress Principle”
u Employees who tracked their
moods after encounters with
peers and superiors reported
far more positive than negative
interactions. But the negative
interactions had ﬁve times as
much impact on their moods as
the positive interactions.
u In romantic relationships and
marriages, if positive interactions
don’t outnumber negative interac-
tions by at least 5 to 1, odds are
that the relationship will fail.
u Work teams whose leaders
engaged in such behavior as
persistent rudeness, arrogance,
micromanagement and indecisive-
ness made less daily progress,
did less creative work and were
ultimately less successful than
teams with persistently positive
leaders. Employees recalled lead-
ers’ negative actions more readily,
more intensely and in more detail
than positive actions.
The ‘Bad Is Stronger Than Good’ Effect
These studies on boorish behavior and its impact show why companies shouldn’t tolerate it
SergeBloch
Source: Harris Interactive
1975 1980 1985 1990 1995 2000 2005 2010
0
5
10
15
20
25
30%
Trust comes from
delivering every day
on what you promise—
as a manager, as an
employee and as a
company
TEACHING A MAN NOT TO FISH IS HUMANLY POSSIBLE
What can fishermen do when they can no longer fish? After a
tsunami destroyed the fishing industry in Tamil Nadu, residents
needed new careers. ManpowerGroup™ created vocational training
centers dedicated to transforming the workforce. Today, many
graduates are earning seven times more as graphic designers.
Find the hidden talent in people and you’ll find a sea of possibilities.
Discover more at manpowergroup.com
ManpowerGroup™
Solutions | Experis™
| Manpower
®
| Right Management
®

GROWTH
Experis believes that the world
of work needs to be looked at through a
new lens, where people are at the core
of success. Installation pieces were
created as a physical manifestation
of that belief and placed in high traf-
fic areas at the Milwaukee corporate
headquarters. Here an ordinary seat
becomes a seedling of business growth.
PERFECT MATCH
Experis believes that the world
of work needs to be looked at through a
new lens, where people are at the core
of success. Installation pieces were
created as a physical manifestation
of that belief and placed in high traf-
fic areas at the Milwaukee corporate
headquarters. Here traditional office
lighting becomes an expression of
human passion.
CRUSHING CUBES
Experis believes that the world of work needs to be looked at
through a new lens, where people are at the core of success.
Installation pieces were created as a physical manifestation
of that belief and placed in high traffic areas at the Milwaukee
corporate headquarters. Here the traditional office has been
crushed and readied for disposal.

Netherlands

It’s your time to shine.
Thousands of job opportunities
are out there. Manpower®
will
help you achieve your potential.
See what’s humanly possible
at manpower.com
SAHARSAHAR
©2011ManpowerGroup.Allrightsreserved.
HAS BEGUN
THE AGE OF
The next big thing is you.
Manpower®
won’t just find
you a better job, we’ll
find you a brighter future.
See what’s humanly
possible at manpower.com
ABASI
HAS BEGUN
THE AGE OF
LOOK BEYOND THE CARPENTER.
The contingent and permanent
staffing solutions from Manpower®
help you succeed by matching
the right people with the right mix
of skills and experience to your
business. See what’s humanly
SEE OPPORTUNITY.
LOOK BEYOND THE BANK TELLER.
No matter what your business
needs, Manpower®
can provide
you with intelligent, passionate,
reliable people to help your
business grow like never before.
See what’s humanly possible at
manpower.com
SEE OPPORTUNITY.
LOOK BEYOND THE DESIGN ENGINEER.
Manpower®
will work closely
with you to meet the demands
for productivity, innovation and
most of all, talent. Uncovering
opportunities you may never
have seen. See what’s humanly
SEE OPPORTUNITY.
Manpower®
helps thousands
of people find great new jobs
every day. It’s your turn.
See what’s humanly possible
at manpower.com
ABBYABBY
HAS BEGUN
THE AGE OF
There’s nothing more uplifting
than the first day at your dream
job. Manpower®
can help you
experience that feeling for
yourself. See what’s humanly
ZHENGHAS BEGUN
THE AGE OF
FINDING HIDDEN TALENT
ANYWHERE IN THE WORLD
IS HUMANLY POSSIBLE
With thousands of expert recruiting professionals in over
80 countries and territories, we are the global leader in
Recruitment Process Outsourcing. We can efficiently
pinpoint the best and brightest candidates anywhere you
want to go. Get started at manpowergroupsolutions.com
Recruitment Process Outsourcing
The world of work has changed. Today, it’s not about technology
or infrastructure. It’s about people and their passion to do
the impossible on a regular basis. Companies that understand
this will be the ones to succeed. ManpowerGroup™
Solutions
offers integrated, talent-based strategies to help you achieve real
change. See what happens when you unleash the very real
power of people. Go to manpowergroupsolutions.com
UNLOCKING LIMITLESS POTENTIAL
IS HUMANLY POSSIBLE
Today it’s not technology, infrastructure or even capital that
blasts you ahead of your competition. It’s people. Passion and
ambition unleashed on old problems create powerful new
ideas. Let us find the right people for you. Then stand back.
Discover more at manpowergroupsolutions.com
UNLOCKING HUMAN POTENTIAL
IS HUMANLY POSSIBLE
©2012ManpowerGroup. Allrightsreserved.
Borderless Talent Solutions
Managed Service Provider
Strategic Workforce Consulting
Talent Based Outsourcing
Companies run on the power of their
people. Enlist our industry-leading
solutions and work with our expert
global recruiting professionals to
find the best talent. Our innovative
recruitment solutions connect you
with the capabilities and passion
of people to help you achieve
more. Find out more at
manpowergroupsolutions.com
HARNESSING
ENDLESS ENERGY
IS HUMANLY POSSIBLE
CONNECTING PASSION
TO PURPOSE
IS HUMANLY POSSIBLE
Strategic Workforce Consulting
Today, it’s talent that separates
you from your competition.
Passion and determination close
the gap between what you want to
do and what you actually achieve.
Our Strategic Workforce Consulting
develops impactful and flexible
workforce strategies that match
your vision, bringing your business
to life. See how we can take your
company places you never thought
possible. Learn more at
manpowergroupsolutions.com
REVERSING
CONTINENTAL DRIFT
IS HUMANLY POSSIBLE
Oceans, borders and lines on the map
are no longer barriers to doing amazing
things. That’s because today’s workforce is
more mobile than ever. Skill-rich regions
regularly feed areas with talent shortages.
So no matter where you do business,
Borderless Talent Solutions can help you
find the most qualified people anywhere
in the world and assimilate them quickly
and efficiently into your organization. See
how at manpowergroupsolutions.com
Borderless Talent Solutions
REACHING NEW HEIGHTS
IS HUMANLY POSSIBLE
How can a growing business develop totally new
capabilities overnight? With ManpowerGroup Solutions
Talent Based Outsourcing. We’ll recruit and manage
support teams to handle tasks like call centers and IT help
desks. The result is lower costs, more focus on core
business. Find out more at manpowergroupsolutions.com.
Talent Based Outsourcing
LOOK BEYOND THE TRUCK DRIVER.
Manpower®
delves deeply into each
assignment, getting to know your
company and its business objectives.
Because, ultimately, your success is
our success. See what’s humanly
SEE OPPORTUNITY.

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The Business of Creativity

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