How did the book come about?

To a certain extent it was provoked by nostalgia. Fifteen years ago, when we founded Fast Company, we organized a meeting based around the premise “How do you overthrow successful companies?” The participants weren’t young dotcoms, but companies that were already large and successful, and wanted to consider ways of engaging with the exciting new landscape that was emerging around them. It struck me that you could organize the same meeting today and ask exactly the same question. The book is an attempt to answer it.

What for you then is the key to success? Is it enough to be disruptive?

It’s no longer enough to be pretty good at a lot of things. You goal should be excellence in a chosen field. The most local, the most global, the most exclusive…the point is to stand for something. Too many leaders want to stay in the middle of the road, which is the road to nowhere.

Thanks to the digital revolution, we live in an age of transparency. Do you find that the most disruptive companies are also the most authentic?

It’s certainly true that you can’t behave one way in the marketplace and another way internally. Your brand must be a reflection of your culture. In that context, your hiring policy and the way you treat your employees becomes vitally important. I’d even say that the “power couple” in this new environment are the marketers and human resources department, because your talent strategy and your brand strategy must be in synch.

Can you give a concrete example of this?

One of my favourite brands in the US is Zappos.com. In just ten years it has become an iconic brand, by doing something is banal as selling shoes on line. The way it uses customer service, performance and theatricality to make technology more human is outstanding. A lot of this is based on its hiring strategy. When you join the company, you embark on a five week training period. Then they offer you 5000 dollars to quit. It’s a way of acknowledging that the company isn’t for everyone, while ensuring that only those who are truly committed to the brand stay on. That’s just one of the reasons why it’s become a passion brand of the highest order. The staff believes in it as well as the customers.

Is being “practically radical” – or “disruptive” as TBWA would call it – essentially about taking risks?

During my research, I unearthed an academic study that identified two different forms of risk-taking. The first might be termed “sinking the boat”: taking a risk that didn’t work. But the second is “missing the boat”: failing to take a risk that might have worked. Too many leaders fail to innovate because they’re afraid of sinking the boat.

In advertising, there’s sometimes a feeling that originality requires big budgets. How do you feel about that?

If you look at any truly creative organization, it’s not about how deep their pockets are, but how original their ideas are. Once again, that stems from their people. And by the way, these people don’t have to work FOR you. It’s enough that they work WITH you. You need to find people who excel in their field and get them involved. It’s the team that counts – I’m a firm believer that you’re never as smart alone as you are together.

Having said that, there is an element of self-help to your book. Can individuals apply your ideas to themselves?

Absolutely. In the last third of the book I talk about how to become a high-impact individual in your field. Just like brands, we should all consider what we stand for and what legacy we want to leave.

TBWA is famous for its work with brands such as Apple and Pedigree. How do they fit in with the theme of your book?

For me, the key to Apple is that it decided that it was not going to be a company that introduced new electronic devices, but one that reshaped what was possible. It doesn’t allow what is currently known about technology to limit its imagination. Instead, it imagines the impossible and then endeavours to make it happen. It’s the ultimate example of starting with a blank sheet of paper.

Pedigree is a completely different example in that it’s a company with a long history. The temptation in this case is to disavow your past in order to carve out a new future. Instead, Pedigree rediscovered and reinterpreted its heritage. The company was started by people who genuinely loved dogs, but somehow over the years that message had gotten watered down.  All large but somewhat stodgy companies were based on an original innovative idea. Sometimes you need to go back to that idea in order to reinvigorate your business. Never be afraid to seek inspiration in your past.

Practically Radical: Not-So-Crazy Ways to Transform Your Company, Shake Up Your Industry and Challenge Yourself, is published by William Morrow & Company.

For any comments or suggestions, send an email to Ulrich Proeschel.

A year ago, Lee Clow gave up the title of Chairman and Global Creative Director of TBWA Worldwide and designated himself Worldwide Director of Media Arts. In his first major interview since adopting the new role, he explains why brands must take an emotional approach to communications.

Lee warns that brands face becoming “irrelevant” or even “the focus of online contempt” if they fail to express a consistent identity every time they come into contact with consumers, whether it’s via advertising, packaging or the store experience.

“Finding the disruptive idea for a brand, which usually comes out of its emotional centre, and which we call the ´brand belief`, is the first step to creating a powerful multimedia brand”, he explains.

It used to be very simple.

Brands did advertising: they talked at people; they bought television commercials and held you captive. Now they must interact with their audience in a multifaceted but coherent way.

Everything a brand does is basically a medium and a message. And it needs to be true to a simple, single-minded idea. Using the example of Apple, Lee observes: “There isn’t a single thing Apple does that isn’t a message that confirms or reinforces how you feel about the company. I often tell people that the best ad we ever did was the Apple Store. We do great TV commercials, we do wonderful billboards, but you walk into an Apple store and you’re now immersed in a brand that’s going to change your life.”

“If you buy a product, even the process of opening it becomes a brand experience,” Lee emphasizes.
“Think about any brand that you like; any brand that you spend time with; any brand you go online and check out. It’s usually a brand that has touched you from a number of different points. Because it’s true to its character, you like and admire it. You actually want to go online and find out what’s going on, or if you drive by a billboard it reinforces how you feel about the brand.

“Successful brands are not cold: they have a soul, a character. But thanks to the power granted to consumers by the internet, brands that betray their characters risk getting slapped around”, says Lee.

“The reality of the new media world is that if your brand does not have a belief, if it does not have a soul and does not correctly architect its messages everywhere it touches consumers, it can become irrelevant. It can be ignored, or even become a focal point for online contempt. This insight lies behind the expression Media Arts. You are studying the science of how to bring brands to market. But I think you’d better keep your intuition, your instinct, and your emotional compass intact. Because the emotional centre, the belief of a brand, has to inform its behaviour, and this can’t all be done with the left side of the brain.”

“Ultimately”, concludes Lee, “You’re going out into the media world and creating something that I call art, it happens to be the art of communication. It’s storytelling.

“Great brands have a story, our job is to tell them.”

“At TBWA, we no longer talk about PR, advertising, or any other standalone form of communication.

We believe in a thing called brand behavior. Brands must understand that with the revolution that’s happening in media right now, particularly in the use of social media, they have to be 100% coherent in the way they speak to consumers.

This applies for everything a brand does – no exception.

The problem: it’s very difficult to behave consistently if you’re not sure what you believe in.

You need a big idea – a belief – to deliver against. Brands that do not believe in something will not be successful. And the people who work on their behalf will not be able to produce successful messages.

To me, PR ideas that deliver only the conventional wisdom and do not reflect a deeply held brand belief are not interesting – even if the results are there. The Golden Drum festival exists to celebrate creativity, not conventional solutions.

I am looking for PR campaigns that have a clear brand belief behind them.

I also think that the definition of PR has to be clarified. PR is about earned media, not bought media. I want to see how brands and their PR companies entertain and surprise, convince journalists to share a message, without spending a penny on media. PR must create value.

For any comments or suggestions, send an email to Ulrich Proeschel.

But as a brand that believes every generation can refresh the world, they wanted to change something. The decision was radical. No Super Bowl ad, but 20 million US dollars to fund projects that would make the world a fresher place. People where invited to submit their projects, and the whole world could vote. The budget for a one day event now funds a full year of causes. 1000 submissions are accepted every month, but when the Pepsi Refresh Project was launched this figure was achieved after 2 minutes. Since then, over one billion media contacts have been generated during the first twelve weeks of the project – and as the web buzz continues, even more staggering numbers are round the corner. But the numbers are only one side of the coin. More importantly, this campaign is producing value every day. Value for the community, value for the planet and, last but not least, value for Pepsi in the hearts and minds of its audience.

For question and further information simply email Carisa Bianchi.

In a terrible blow to the ad industry’s carbon footprint, most people collecting Cannes Lions this year will have to fly over from the US.  American agencies have the budgets, the chutzpah and the easy familiarity with digital to pull off the campaigns the rest of the world wants to make.  Expect Team America to do better in South France than South Africa this year.

My self-serving full-disclosure prediction is that Pepsi Refresh and Gatorade Replay will challenge for top Titanium and Integrated Lions.  Both campaigns managed to give their brands a genuine role in the world, touching on some real human truths along the way.  Gatorade Rematch could edge it as it will touch the hearts of every alpha male viewer.  As soon as you see that Rematch gives former high school athletes a shot at redemption, Gatorade gets up there with The Wrestler and Jerry Maguire. Asked in an interview what made him cry, Sean Connery answered ‘athletics’.  Expect a similar reaction here.

DDB Stockholm’s Fun Theory campaign for the VW Golf could put in a strong showing.  ‘What if we spent the budget behind enabling people to have fun?’ is a pleasing conjecture for a global audience but it’s a bit too generic compared to the competition.

This year should see more maturity in the Cyber and Titanium Lions.  We won’t see any more funny-shaped barcodes walking off with big prizes.  Now it’s the turn of smart uses of existing technology to triumph over the novelties.  Having digital native Bob Greenberg chairing the Titanium Lions Jury will help here.   So we should see Tribal DDB’s rendering of Monopoly on Google Maps or Crispin Porter’s Twitter-based customer service Twelpforce getting recognition.

Film Lions could be a contest of old school craft against new school laughs as BBH’s The Man Who Walked Around The World vies for honours with W&K’s The Man Your Man Could Smell Like. The astonishing level of craft and performance in the Johnnie Walker epic should see the man in the kilt edging out the man ON A HORSE.

So that’s 2010.  In the interest of playing the prediction game, I prophesize that Nike’s Write The Future will storm the 2011 Film Lions, assuming any of the featured players escape the curse of Nike and are still standing by the end of the World Cup.

I’m back at Golden Drum – and I hope I’ll be back every year. Inevitably, as summer comes to an end and my schedule of autumn events starts to fill up, I start worrying about whether or not I’ll be invited to Portoroz. Occasionally I dust off my press card and prepare to cover the event as a journalist. This year, however, I’m happy to say that once again I’ll be speaking. In fact, I’ll even be moderating a forum about the future of advertising (at 3pm on Friday, with speakers including Stefan Schmidt of TBWA Germany).

What makes Golden Drum such a highlight of my year? It’s not just the opportunity to see innovative work from the New Europe, which is part of the festival’s unique appeal. And it’s not only the chance to mingle with creative people from all over the world – especially from countries that are often overlooked by larger festivals. It’s not even the Mediterranean allure of Portoroz and the fabulous parties that take place there during the week.

No, what makes Golden Drum so appealing is its friendliness. For a few days, the Hotel Bernadin becomes a social hub where you’re constantly bumping into people you know. It’s exactly opposite to the vast, crowded Cannes, where you have to make appointments with acquaintances weeks in advance. In Portoroz, you know that you’ll soon be sitting on the terrace discussing the issues of the day with some of the wittiest minds in advertising. Equally, the event’s manageable scale makes it easier to meet new people – often industry stars who would normally be inaccessible. Something about Golden Drum makes everyone more relaxed and approachable.

Of course, we mustn’t forget that there is a packed schedule of seminars and debates – and I will be listening to many of them keenly. But Golden Drum regulars know that some of the most interesting conversations take place behind the scenes. And I’m certainly looking forward to this year’s.

Mark Tungate is the author of the new book Luxury World: The Past, Present and Future of Luxury Brands.

The number of businesses going bust in this region increased by 11%.

The entries submitted to Cannes were down by 19,9 % this year.

I hate to be positive, but this is quite a string of exceedingly good news, isn´t it?!

What these numbers tell us, when we read them again after the initial shock, is that creativity is needed more than ever.

I find that very good news, because creativity is what we do.

Solving problems in an unexpected, clever way is our job.

Adding value to brands through our talent for communication.

The second thing these numbers teach us is, that quirky, exchangeable, not-brand-driven scam ads, only produced to impress award shows, are becoming as irrelevant as they were to brands and clients all the time anyway.

We´ll soon meet to look for this years Drums.

And I hope we will be able to give them to some fine and excellent thinking.

I hope we will see more than just another set of ads. I hope we´d rather see brilliant expressions of strong and valid ideas. Made to engage with our audiences out there.

Written and art directed to infect human beings with passion, wit and with a promise for a real contribution to their lives.

Because that is what we are there for.

As bold as it may sound, we can help to save the world from this crisis.

Because we are creatives. And creatives know more about love than war. And it´s always love that ends the crisis, as much as hostility causes it.

Let love rule.

Stefan Schmidt will share his experience heading the Golden Drum  Film, Press, Outdoor and Radio Jury exclusively with the readers of mad-blog.com. Stefan is Chief Creative Officer of TBWA\Germany  in Berlin.

If you have any comments or suggestions please email Stefan Schmidt.

As dictators around the world muzzle the media and newspapers confront an uncertain future, the freedom of the press has become one of the hottest topics of 2009. Advertising agency TBWA joined the debate with a disruptive campaign that scooped no less than nine top prizes at the industry’s annual festival in Cannes: a record. It centers on a crusading newspaper, a dictatorship and messages printed on trillion dollar banknotes.

“The story reads like something out of a movie, but it’s painfully real,” says John Hunt, Worldwide Creative Director of TBWA. “The setting is Zimbabwe, where one of the only sources of reliable information is a newspaper called The Zimbabwean, whose journalists are forced to live and work in exile. On top of that, the Mugabe government has slapped a 70 percent import duty on the paper, so very few Zimbabweans can afford to buy it. Needless to say, it has almost no advertising budget.”

TBWA’s South African agency, TBWA\Hunt Lascaris, wanted to publicize the plight of the newspaper while simultaneously criticizing Robert Mugabe’s dysfunctional regime. “Thanks to runaway inflation, Zimbabwean currency literally isn’t worth the paper it’s printed on. So we decided that it would be cheaper to print ads on Zimbabwean bills than on regular paper.”

The insight was a perfect fit with TBWA’s “disruption” theory, conceived by its chairman Jean-Marie Dru. Disruption is about overturning conventions to come up with original ideas. In this case, TBWA ignored conventional news channels and turned money into a medium – the symbol of a failed state. After record-breaking inflation Zimbabwe had recently issued the 100 trillion dollar note, whose 14 zeros did not even add up to the price of a loaf of bread.

“Our team found themselves in a seedy part of Johannesburg exchanging a handful of US dollars for trillions of dollars of Zimbabwean cash. At another point we had Zimbabwean friends turning up at the border with refuse bags stuffed with banknotes. One bag was worth about two US dollars.”

Real money is hard to ignore. During the campaign, agency staffers handed out hundreds of high denomination Zimbabwean banknotes in the street. Printed on them was the message: “Fight the regime that has crippled a country”, accompanied by the newspaper’s website address.

TBWA also created the world’s first advertising posters made from genuine banknotes. Giant billboards fluttering with real money made the message dramatically clear. Smaller posters, often located near places that sold The Zimbabwean, allowed people to peel off the bills and show their friends. The agency sent envelopes stuffed with Zimbabwean money to radio DJs, TV presenters, journalists, politicians and other influential figures. Pretty soon, the media was abuzz with the story.

“While a wrinkled dollar bill with a message on it is a simple idea, digital media is incredibly sophisticated and swift,” says Hunt. “People would pass the billboards with their cell phone and take a picture. Then they’d send it out via Twitter or upload it onto their blog. You can guess what happened next: within about 24 hours the story was in newspapers and on websites across the globe. Today, when you have something interesting to say, people will share it.”

The campaign cost less than US$3000, but it was highly effective: a week after it had launched, hits on The Zimbabwean’s website rose from 2,000 a day to more than two million.

The campaign deservedly won the agency’s in-house Disruption Award Grand Prix. More public accolades came at the Cannes Lions 2009 International Advertising Festival, which ended on June 27. The “trillion dollar” campaign won no less than 9 top prizes, including a Grand Prix in the outdoor advertising category and a Gold in the prestigious Titanium category, which recognizes game-changing ideas. It’s the first time in the festival’s 56 years that a single campaign has scooped so many awards.

“The Cannes festival was a recognition that the TBWA method works,” notes Hunt. “What you need in advertising today is a single visceral idea that touches many people, expressed in an intelligent way across different media. At our agency, we call this Disruption supported by the use of Media Arts.”

In the midst of the recession, the campaign also showed that advertising techniques could be used for other purposes than pushing product. “Taken in context with brutal press restrictions in places like Iran and Myanmar, it’s incredibly resonant,” Hunt agrees. “Advertising is the most effective way of supporting a free press, so perhaps this is a timely reminder that our industry doesn’t just exist to create hype.”

If you have any comments please email Ulrich Proeschel.

Part one (10:00)

Part two (7:26)

If you have any comments please email Ulrich Proeschel.

In a series of four short films, TBWA Worldwide Creative Director John Hunt answers questions about creativity, disruption and media arts. Prepare for inspiring thoughts about instinct, sharing, humour – and coat hangers.

4. Your brain needs room to breathe. In the last of four short films, Worldwide Creative Director John Hunt describes how a relaxed environment can lead to greater creativity.