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A ravolution in Creative business strategy - Schemetter B.

Schemetter B. A ravolution in Creative business strategy - Wiley & sons , 2003. - 257 p.
ISBN 0-471-22917-2
Download (direct link): leaparevolutionIncreativeb2003.pdf
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“A lot of this comes down to, are you a secure person?” Taylor
Any individual can ha ve a flash of brilliance that leads to a great CBI, whether they ever repeat it or not. Enough flashes can shed a lot of light.
—Rich Roth, Euro RSCG MVBMS, New York
The Creative Corporate Culture
Take a simple problem: 1 + 1. Consider the answer you would get from different people. The bean counters will tell you the answer is 2, the strategists that you could make it 3. Toss it over to some creatives and you might get 11 or even L And the answers are all correct but somehow expected. Now consider if you put those left-brain people and right-brain people together, let them work with problems together-all of the time. Create a world where you do not just have left-brain thinking or right-brain thinking anymore, but whole-brain thinking. Think then how po werful your solutions could be and how often you could achieve once-in-a-lifetime thinking. —Fergus McCallum, KLP Euro RSCG, London
says. “Are you confident enough to be willing to bring into your organization and put into positions of power people who are very, very different, who bring a different history, a different perspective, a different thought? Because otherwise, what you do is you create a genetic replica of you, and then the minute the world moves in a different direction, your organization is incapable of evolving.”5
Writer and political commentator Walter Lippmann agrees. “Where all men think alike, no one thinks very much.”6
Want to have a really creative company? Recruit people in unusual ways and recruit them from unusual places.
To make his point, Taylor tells the story of a couple of companies on Wall Street that were recruiting for their bond trading departments and decided to hire chess enthusiasts. Granted, chess freaks likely would not know anything about bonds, but they have immense powers of concentration, and Wall Street companies can never have enough talent with that ability. So the Wall Streeters did not go to the best business schools and try to recruit the top 5 percent of the class; they recruited at chess tournaments and placed advertisements in chess magazines.
Welcome Diverse Thinking
Once an organization has brought in people with different perspectives, Taylor cautions, it needs to let those people continue to be who they are. What, after all, is the point of drumming out of them the very stuff that attracted you to them in the first place?
Benetton: Built on Diversity
United Colors of Benetton has taken that “all ideas welcome here” approach to the nth degree. It helps that Benetton is a family-run business that built its brand on the authenticity of its product. It is also one that values the power of true creative talent.
Benetton is a global company, but it is also decidedly local. Other companies in its category have central design offices and factories
Do Not Create a Genetic Replica
around the world. Benetton, in contrast, manufactures clothes only in Europe, with a core, high-tech facility at Castrette (Treviso) in Italy. It is one of the most advanced clothing complexes in the world, capable of turning out more than 110 million garments a year. The products reflect the brand’s focus on authenticity. The clothes are made of 100 percent wool or 100 percent cotton; they are 100 percent colorful, an absolute value for the money, simple and unsophisticated.7
Since the mid-1980s, the Benetton brand has been associated with youth and cultural diversity. It broadcasts its identification among that audience by offering bold messages about race relations and international human rights issues. In the mid-1980s, the United Colors of Benetton campaign was particularly irreverent and evocative—basi-cally asserting that Benetton respects all people but has no respect for social conventions.
These messages were communicated mostly by Oliviero Toscani’s powerful imagery—in the company’s ad campaigns, in-store visuals, and its magazine, Colors. Whether it was the images of death row inmates, the bloody uniform of a dead Bosnian soldier, or a priest kissing a nun, it was impossible for consumers not to have a reaction.
An R&D Center ... Devoted to Communication
In 1994, Benetton created Fabrica, its artistic laboratory. The company describes Fabrica (the Latin word for workshop) as its communication research and development center, a concept that I find fascinating when I think of the idea being applied to corporations at
I firmly believe that the soundest ideas emerge from a conversation between creative thinkers who are committed to finding a solution to an issue; and they are often ideas that no individual who is part of the conversation would have come to on his or her own.
—Don Hogle, Euro RSCG MVBMS, New York
Benetton Fabrica Features
The Creative Corporate Culture
large. Fabrica is housed in a large complex designed by the Japanese architect Tadao Ando. Located outside Treviso, the more than 11,000 square meters of space contain a cinema, a library, an auditorium, laboratories, and photographic studios. Young artists studying a wide range of media come from all over the world to collaborate on communications projects.
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