Author name: Shubranshu Singh

In the purposive development of consumer facing communication, the role of the brand owners and marketing managers is exalted, whereas the credit due to a larger network of associates is often not in the spotlight. All communication works, at once, at several levels – the literal, metaphorical, allegorical and symbolic. The networks of people that shape the communication also work with a shared context and aligned perceptions. Perception presumes shared experience. Even in the ‘best in breed’ marketing enterprises, the marketing function cannot consist of creative teams alone. There is always a cadre of efficient managers with no original ideas but the ability to manage operations and superintend the process funnel. The concern I address is on managing the right assembly of resources externally and internally for the alchemy to proceed and magic to unfold. Almost without exception, corporations and their functional sub-organizations operate as vertical hierarchies whereas, by definition, networks are entirely horizontal. Of course, formal or non-formal networks may differ to a degree whereby formal networks are injected with role definitions, formalized contracts, retainers, incentives and prohibitions. However, for every such ring-fenced network there is a vastly bigger and superior informal network outside. The only way in which network can be evaluated is to see the density of connections at any given node and to see the number of affiliates in any hub and spoke. But that’s also only a volumetric assessment. The network is flat, in a continuum, and traditional thinking doesn’t reveal the map. Creativity, when well done, must naturally militate against stratification. Yet, corporate verticality and officiousness and network horizontality and informality do come together and work. The indignity of verticality is in its non-optionality. The beauty of the network is that they are co-opted, collaborative and continuous. You can leave an organization and a hierarchy, but you still remain in the same network without loss of continuity. Any attempt to bracket associative networks into contractually obligated silos is self-defeating and value destructive. It seems ludicrous that a management consulting firm does work with multiple automotive majors and proudly calls it a ‘practice reflective of its expertise whereas when an advertising agency signs up one, the others must all be out of range. When a free range external network is drawn into a creative process, what may one watch out for? A few prescriptive points auto suggest themselves- Dialogue within the network: Let the conversations happen freely and to begin with, interminably. Everything is subject to scrutiny and challenge. Attitudes, ideas, insights, policies, consumer understanding, the intent itself – let these be beaten or celebrated, as the case may be, till there is shared conviction and not merely an operating consensus. Creative networks need to see output: It does little good to be fractal about network output. If 20 ideas are to be generated, four syndicates with five each as target will result in one – fifth the urgency and a sense of whole. Everyone must have the boots in the same trenches. Continuity of input osmosis: How does one have shared inputs as we go along? How can a larger network share a learning process whereby facts are internalized and duly factored in? How does one keep dispersed networks culturally switched on, eloquent and thought inspired? Autonomy: How does one ensure autonomy and creative freedom, bigger creative challenges, better resources, global access? Does the network help mitigate constraints? How does the network bring in new ideas from concept to development to fruition? How does the network bring in culture immersion, sociology, technology into its mix? Criticism and failure: How does one approach creativity with discipline when working with a large network of associates? How does criticism and feedback get communicated and absorbed? In a network of established merit, how does one reconcile business need and bottom-line with ideas and craft? These answers are important and must be found to ensure laissez faire creativity. Since they remain non-proprietary with multiple stakeholders active at once, creative networks are relatively open access. The creative catalysis is furthered by technological advancement which allows for real time synchronous collaboration. Unlike organizational movement which is ‘inside – out,’ external networks connections have a continuous dynamism. Hierarchies have phased changes and rigidity of structure whereas networks can form, coalesce and disintegrate rapidly. They are consequentially more efficient. When a vertical hierarchy plugs into a network the question it grapples with is how to give direction and ensure orchestration. The manic frenzy that appeals becomes a management task to grapple with. Finally creative judgment, after all tests and previews, is about trust. Hierarchies are implicitly low on trust. The reason for verticality is also that supervisory scrutiny becomes, of and by itself, an important function. As opposed to this, networks are capable of self-organization, self-regulation and auto-mutation. Vertical hierarchy presupposes the junior-most to be at the bottom and the wisest to be at the top. It therefore gets trumped by networks where flatness permits a node to access and circulate without undue emphasis on experience and credentials. The primacy of the idea prevails to a larger extent. The future is network. Complexity of organizational structures is not a solution to the inevitability of embracing external networks. Many terrifying corporate dinosaurs will meet this inevitability tragically. Darwin is about to catch up! A few, only a few, will laugh to their network nirvana. https://www.exchange4media.com/marketing-news/guest-columncorporate-dinosaurs-will-be-extinct-without-the-holy-matrimony-of-internal-and-external-networksshubhranshu-singh-88638.html

Over the past couple of long weekends, a couple of conversations prompted me to think about the profound impact that globalisation has on our conscious mind, particularly as we relate to things as consumers (and of course, as marketers!). Two of my team members from my earlier jobs called to seek my advice and help in enabling a job change for ‘furthering their careers’. Both were insistent that they had “MNC experience with global brands”. Given my philosophical mood over a monsoon soaked weekend, I got into an interrogative conversation on how exactly they could substantiate the value of such an experience. Needless to say, we had a short conversation, but promised to reconnect soon! Not their fault. Globalisation is a multi-faceted construct. I have little or no expertise in international economics to discuss its effects in various dimensions, but will perforce stay within my vocational domain – marketing and communications – to build an argument. The first and obvious derivative of globalisation is asset/ resource allocation and the second derivative is marketing conduct and outcomes. For the purpose of this argument, ‘globalisation’ refers to the process of increasing social and cultural inter-connectedness besides economic, environmental, financial assimilation and dependencies. It is driven by competitive urgency, advances in communication and transportation technologies, and trade liberalisation. Its most manifest form is the emergence of global markets for goods and services, labour, and financial capital. Globalisation’s most profound implication for marketers is that it drives people to change their ways of living. How so? Marketing confluence driven by globalisation has its clearest theory in the study of signs and sign processes (Semiosis), indication, designation, likeness, analogy, metaphor, symbolism, signification, and communication – namely, the revealing answers lie in Semiotics. It is acknowledged that the semiotician’s priorities are to study signification first and communication second. To that extent, marketing communication again is a derivative. Nonetheless, semiotic profundity can make a towering brand. Culture codes strongly influence the ‘desi flavour’ so loved in marketing. If the company is unaware of a culture’s codes, is unlikely to put wheels on a global brand on local roads. The reasons my ex-colleagues were entitled to their pride in having worked with global brands, I feel, are as follows: • Global marketing is shaping a global consumer culture • Therein, associations are primary, but rational attributes are subsidiary and often just hygiene • Just as human emotions are universal, so can be brand-linked associations • Validation and congruency creates a sense of the larger world • What needs a specialist’s lens is why, almost always, these validations and common codes are transferred from more economically developed to less developed economies? When will India be a net exporter of brand codes? • Global marketing prompts corporations to change their ways of conducting business, and events transpiring in different parts of the world can have dramatic consequences for other parts of the world at a faster pace, thanks to technology and media. Therefore, marketers must understand globalisation, appreciate it in the right sense and adapt to/ leverage it for more than making richer resumes.

Many argue that the ‘creative urge’ is an individualistic calling. Surely there is evidence of this from the commencement of civilization to the present time. However, the steady ascent of commercial (corporate) interest as the moving force of social change has led to the presently dominant model where, perhaps, no significant achievement can possibly happen without extensive collaboration, co-ideation and co-creation. Any idea, any creative content which shows promise needs disciplined partnerships to grow to its full potential. At first, let us recap the obvious points… • Creativity needs inspiration • It is not subject to a job title or department • It is immune from the diseases of expertitis or hierarchyitis • It needs intelligence primed up by inquisitiveness • It demands boldness and a risk appetite fired by grand ambition • It dies when it turns boring Let us then summarise the commandments of collaborative excellence… • It’s a game of people and ideas playing hide and seek • Skilful application gets perfected through practice • Originality is the key Hungarian-British author and journalist Arthur Koestler has said, “The principal mark of genius is not perfection but originality, the opening of new frontiers." What is the agency dharma? Being in the superior ideas business. In the artistic expression business. In the evocative writing business! Not to be in the commodity business (‘Cheaper and OK’ is never equal to ‘expensive but great’) To take pride in the work – the sofas, carpeting and interior décor is wonderful, but let’s please see the work. Comfort with change Challenging the mediocre but pretentious in any part of the external world Being ready to opine and critique The ultimate litmus test is if you are with interesting people. Folks who touch and interact with the fabric of everyday life Only alive minds can tell great stories What is the client dharma? To begin with, shut up and listen Don’t wear a false ‘professional marketer’ persona. Talk ‘regular’ Don’t let your ego delude you. Biases must be surgically removed; else even a small directional drift can take you to another continent altogether When you speak, articulate the idea. Remember this is the ideas business – Mind can move matter Appreciate and reward. Walk the talk Train and externalise your skill building A man with talent may not get his due perchance, but a man who gets elevated / rewarded must not be devoid of talent / merit Think audience before the message ‘Congratulations’ and ‘complacency’ and often siblings The consumer is the net client. Meet him / her along with your agency and spend time

Perhaps, one day it will be possible to formulate scientific laws for generating effective creative ideas, but till then, we have got do better than cross our fingers and pray. In my opinion, the most important pre-requisites for excellent creative output are creation and sustenance of high performing creative groups and collaborative success with chosen partner agencies. “All happy families resemble each other,” says Tolstoy in ‘Anna Karenina’, “each unhappy family is unhappy in its own way”. So it is, with most things in life. There is only one kind of good health, whereas there are many kinds of diseases. There is one kind of victory, whereas there are many types of defeats and so on. In my experience and observation, all great creative groups are also alike/ congruent. What is the clear and evident pattern that appropriately delineates successful creative groups in marketing? Empowerment and leadership The creative group doesn’t come about by itself. It is created by a highly empowered and creative leader starting with a small nucleus around him/her. There has to be a leader of ability and stature. “You may choose to put two armies under the command of one general but you shall come to grief if you put one army under the command of two generals,” Napoleon had said. This unity of command is essential for smooth and successful operation. Within the group, there is unity but with diversity. The common inspiring purpose acts as the cementing glue. This coalescing and focused detachment usually makes these groups a bit unpopular since they may appear to be deliberately exclusive and have strong shared convictions. Output and its significance Creative groups must generate output. Their success is in proportionate to the demands made upon the group. They expand, as stretched. When they are not stretched, they shrink.  Deadlines don’t deter them. Resources don’t matter beyond a threshold. What matters is that ideas must spring forth and come alive. Inspectorial supervision, inquiry and scrutiny over routine (these are what they think of as hygiene parameters) doesn’t work with creative groups. They respond to encouragement and enthusiasm. The leader of the group is the pin in the grenade and no matter how much resource is furnished; the group is no longer the same if the leader changes. At times, with generational change, groups may even need to be disbanded and regrouped. Never ‘more of the same’ after more of the same! The urge is to create afresh, to raise the bar, to exceed previous performance. Regular catering cannot make great Chefs. Monotony is an enemy of creative flourish. The output of the creative group must be linked to the most significant business driver(s). Else it is ‘bonsai’, that is, art without fruition. The true liberator of the creative spirit is the conviction that the output will be significant, that it shall change the course of things for the better- An objective, a purpose, the chance to build something- that is what excites creative groups. Bear in mind that, historically, great creativity and innovations have been trivialised because of being pressed into service for insignificant ends, for example: The Byzantines invented clockwork but used it only for levitating their Emperor to impress visitors The Chinese invented gunpowder but used it only for fireworks The Tibetans invented Turbine mechanics but used it only for rotating prayer wheels The challenge to the creative group must be that they are tasked to solve the most critical issues which will be propel the business, society in epochal ways. Centralised decentralisation There must be federative decentralisation, that is, good centralisation needs to be accompanied by good decentralisation. The more you do the latter, the more you can afford the former. Creative groups must be tightly pre-soaked (even indoctrinated!) – The Romans didn’t have mobile phones, email, webinars, video conferencing or air travel but even the farthest outpost of their Empire ran the Roman-way (customised to local reality, of course). They were firm on the generics but flexible on the specifics. Smart! This was possible because they ‘centralised’ the man who manned the ‘decentralised’ post through a long apprenticeship in a highly trained and well organised central pool before running the show elsewhere . As we move into an era of technology enabled simultaneity in marketing and brand communications, perhaps this fraternal covenant of creative groups needs to be revived, retained and encouraged ever more. Only when bonds are strong, does concern mutate to criticism. And criticism from loyal followers is essential. A cabin with obsequious ‘yes’ men surrounding an autocrat can’t be a center of creative good! Leading a creative group, seeing ones work flourish and grow is heady wine. But the adulatory vapours that surround one, if inhaled, lead to dulling of the vital nerve of feedback. The sensitive, easily wounded ego, once numb, instantly leads to mediocrity. Therefore, externally focussed leadership and partnership with external entities that keep on the osmosis of ideas always on, is also an equally critical aspect of generating creativity and innovations. I hope to focus on these aspects in my subsequent submissions.

The Cannes Lions International Festival of Creativity in its 60th year has commenced! What a grand show it promises to be. Seven days, thousands of professionals, glorious sunshine, a sea salt kissed crisp breeze, fashion parade on the promenade, an endless procession of vintage cars which makes you ignore the numerous Ferraris and Lamborghinis, sea food, champagne and much much more…such is Cannes as I see it. An annual ‘Maha Kumbh’ of marketing, advertising and communications where inspiration, technology and innovation co-exist under one roof; a place where the blue skies and blue waters kiss at the horizon. The lion of the Piazza San Marco in Venice did well to make Cannes home! My impressions of Day One: Unceasing activity, superb organisation, near flawless execution, informality without imprecision. The use of technology in content curation and attention to detail seem more Germanic than French! Walk into the grand Auditorium and one instantly feels the scale of the ambition. The audience is eager to learn and generous in its applause. Things are warming up at Cannes. This is a marathon that will be run at a sprinter's pace! On your marks, Set, Go!!!