2021年创意管理报告.docx

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1、“The creativitythat was needed inthe past is not thecreativity that isneeded today.”-Matthew RaybackCreative Director, AdobeCREATIVE CHALLENGES IN 2020Due to the COVID-19 pandemic, creative teams faced two main sets of challenges in 2020.First, they had to pivot:the priority of their projectsthe pri

2、ority of their projectsthe type of content theyproducedthe tone of the content theyproducedThen they faced reduced resources:of teams were not able to makeplanned hiresof creative teams experiencedlayoffs or furloughsof teams faced budget cuts thatreduced their tech stackeven as 58% of creative team

3、s were still expected to completelarger workloads than in 2019!“I think we did an amazing job in 2020 of pivoting. Weve been figuring out how to continue to collaborate, how to keep providing deliverables to our clients from home. And certainly, 黑法 those deliverables were different from what has bee

4、n requested in the past, whether it was more focus on social media or virtual events, weve done a lot of different creative deliverables, Weve had to find ways to shift our focus because everyone is oversaturated, and the old tactics just arent grabbing people. Going into 2021, were focused on multi

5、media designers. We/re looking to create that digital zwow factor7 and raise our digital design skill set capabilities so that were aligned on these new requests coming in ” Hank LucasIf weve learned anything in 2020 its that creative teams are resilient. They responded to unprecedented challenges b

6、y:57%becoming more productive as a result of working remotely32%partnering with external resources to flex and adapt to changes in demand36%36%investing time in crosstraining team members to be more versatile26%refining their reporting to better understand key operational metricsOTHEROTHER“We have b

7、ecome more organized and strategic/“We have developed new skillsets and learned new technology/Were more focused on clear communication, strong collaboration, and teamwork/Process and workflow has become increasingly more important since we are working asynchronously“Remote work really lends itself

8、to productivity. You dont have the commute, you dont have the collision course conversations in the office that derail you. At the same time you want to keep an eye out for burnout. Its easy to sit down in the morning and then realize its the middleof the afternoon and youve hardly moved. For my tea

9、m the focus has been on being smartwith our calendars, not overbooking ourselves, and blocking off time for breaks. We/vealso just made a lot of space for each other when it comes to real life kids coming home, dogs barking, its all ok. Were just focused on keeping the collaboration strong/7 Hank Lu

10、casFor my team its all about efficiency and putting a premium on the creative teams time. I want our creative resources focused on high-value work.1 To continue our groups transition from service provider to strategic partner, while further empowering our marketing teams, we are actively looking to

11、implement a DAM solution to house alibrary of self-serve templates and provide additional capabilities such as cropping or resizing images. With common tasks like these no longer in the studio workflow, our creatives can focus on delivering creative solutions to business problems that deliver result

12、s/ Jim NicholasAs we move into 2021 it is clear that in the last year creative teams have experienced a permanent and profound change in how they work. This “new normal“ will consist of three areas: working more with outside resources, like agencies and freelancers, refining key aspects of the creat

13、ive process, especially request intake, and becoming more data and metrics focused in order to speak the language of the business.“The creativity that was needed in the past is not the creativity that is needed today. Creativity used to operate around one Big Idea / A single campaign that would run

14、for months. If we use the metaphor of a car factory, creatives used to be the assembly line to make a single car. But now were asking creatives to produce huge volumes of cars, and we need them all personalized, and we need to keep iterating on the car, constantly making tweaks and adjustments. The

15、assembly line we built cant accommodate that speed or volume. Todays creativity is much more boots-on-the-ground. We need to ideate and get stuff out there fast, test it, and do it again. The way my team has approached this paradigm shift is to stop trying to make cars, and instead to make a car fac

16、tory. That means developing a design system, editorial guidelines, and strategic direction all the things that will allow the execution to go faster because the framework is already there. Were not designing cars, were designing a factory that can make multiple different kinds of cars at any given t

17、ime. Are you a car builder or a factory builder? That is the shift that creatives need to make. ltJs not just about making beautiful art or writing beautiful words. That wont get you a seat at the strategic table. You get to the table because youre good at art, and youre good at writing, but youre a

18、lso good at content strategy, and business strategy, and marketing, and youre good at thinking about your customers and youre good at developing user experience. Youre good at all of these things that are absolutely crucial to businesses today. Creatives have to make this mindset shift, My value doe

19、s not lie in my creative output. My value lies in my creative mind and the creative problem solving approach that I bring to a company，- Matthew Payback2/3 of creatives report that they are being asked to learn new skills, with an emphasis on technical skills, like animation, and digital. This is be

20、cause organizations need nimble in-house teams with broad skill sets who can develop strategic direction for the brand. In 2021 in-house teams will be focused on strategy and generalized skill sets that allow them to build a creative framework.Do you feel that creatives in your organization are bein

21、g asked to take on newresponsibilities or to learn new skills as a result of the COVID-19 pandemic?YES 2/3NO 1/3Some of these new skills:Some of these new skills:Digital interactive elementsAnimationSocial mediaWeb Design & developmentVideo & live streamingPodcastingSocially conscious messaging User

22、 researchAbsolutely the pandemic has put a bit of pressure on everybody in the creative industry to expand their skill set. Everything is moving so fast now, we need multi-talented people who can handle a range of work as needs continue to evolve. April Koenig“Going into 2021, everyone is going to n

23、eed to learn to wear more hats. I dont think the idea of in-house specialists held up to the pandemic test. We need people to be able to do a little bit of everything, because what we found from working remote is that when there is a need fora quick turn on something, or a large influx of work comin

24、g in, having a bunch of individual people whocan only do specific, individual tasks is just going to cause backlogs. Sof having generalist designers that can do everything from photo retouching, graphic design, even going out to shoot images or video and doing some basic editing is going to take you

25、r team far. Jim Nicholas10PARTNERING WITHOUTSIDE RESOURCESAs in-house creative teams focus on broader skill sets and strategy, they will form collaborative partnerships with agencies and freelancers to leverage the advantage of a blended approach.In-house teams bring deep knowledge of their brand an

26、d the context surrounding each project. Agencies and freelancers offer specialized skill sets and the ability to expand or contract resources as needed.What percentage of your organizations work is produced in-house?58%76%of organizations handle75% or more of their work in-house.100%76% to 99%26% to

27、 50%51% to 75%.1% to 25% %YETDo you ever work with external partners?86%of creative teams alsooccasionally bring in outside resources in the form of agencies and freelancers.R HMGNEXIE RNLPA5IN ERS BECAUSE THEY N EED:60%Access to specialized skill setsC 八 q z Help developing 24 /Q strategyncreased c

28、apacityTo get workNU/0 done faster“It is very unusual for an in-house team to have no outside resources that they lean on. We need to start thinking of in-house and agency/freelance creatives as all living together in one ecosystem. Its not an either/or7 situation. There are two main ways that in-ho

29、use creative teams can think about partnering with agencies. First, for overflow capacity. There is always a need for more creative resources, and agencies can offer that flexibility without the cost of maintaining larger teams. Second, in-house teams can divide areas of ownership with an agency bas

30、ed on the skill sets they have in-house. For example, they might ask an agency to own digital, packaging, web, or other specialized skill sets. In-house teams should approach their relationship with agencies and freelancers like this: there is a universe of things that we need to do. What are the ca

31、pabilities of the in-house team now, what would we like to add, and what would we like to outsource? The emphasis here is that in-house teams are making this decision. They own their brand and are in charge of managing all their creative resources, including external partners.Agencies should never b

32、e set up as competitors with in-house teams. In-house and agency teams work together to form an ecosystem built specifically for an organizations needs and designed to drive the best possible content outcomes for the brand Alex BlumIn 2021, how do you think your relationship with external partners,l

33、ike agencies and freelancers, will change?5%24%53%11%7%Increase a lotStay the sameDecrease a lotIn 2021, almost 1/3 of teams are planning to increasethe amount that they work with outside resources.1212“The beauty of working with freelancers is that you dont have to go through this whole hiring and

34、onboarding process. You can find people who have the targeted skill sets that you need and get them in and get the work done quickly. The efficiency saves time and money, and gets creative out to market faster. I work with several organizations that have their in-house team focused on strategy and m

35、ajor things like a rebrand, and they bring in freelancers to help with production needs. This really helps alleviate some of the physical and emotional pressure that teams face when the organization is so reliant on them ” April KoenigBETTER PROJECT KICKOFF LEADSTO BETTER CONTENT OUTCOMESThe key to

36、achieving better content outcomes, as well as meeting speed and volume demands from stakeholders, is a streamlined and efficient process. That begins with project kickoff, which is the biggest pain point in most creative teams processes.1,of creative teams report that they do not have/ Z comprehensi

37、ve and collaborative project kickoff.However, there are some tried and true strategies that help the other half of creative teams:901000102030405060708013“One of the huge points we were going through was really just making sure that everybody understood how important it is to make sure that we have

38、an effective creative brief. Of course/ what makes a good creative brief depends on what type of project youre working on. We want to know things like zwhat are you trying to do? What channel is this for? If we dont have these sorts of answers up front were going to end up going through many more ro

39、unds of review, which in the end is a waste of time； money, and resources because we simply didnt have the correct information up front Hank Lucast i or years we invested in our process with our stakeholders, spending a lot of time at project kickoff trying to get to the root of what they were tryin

40、g to solve with any given. v I project. We always tried to provide a next-level option, the wow option where we could. We found over time that things that were unheard of three years ago were suddenly happening. As we showed them more of what we could do, they started coming with bigger ideas and bi

41、gger budgets. Establishing that dynamic leading up to the pandemic put us in a position where our stakeholders trusted us to help guide the ship when it came to telling our story during the pandemic.Of course, the pandemic still had an impact on our process. One of the things we found early on was t

42、hat we werent getting requests through inMotion ignite anymore. When the world changed, people went back to what felt like the most comfortable and familiar option, and we started getting tons of emails. We did some digging to figure out why this was happening, and discovered that our forms were too

43、 complex for the type and speed of work that was needed in that environment.So we created a new request form that was shorter so that our stakeholders could submit requests quickly and we could keep pace with all the fast-turnaround work that was happening. Since then, weve converted that form into

44、something that can be used for any sort of quick turnaround work. We are based in South Florida, with lots of hurricanes, so we need a mechanism to move quickly. Because of the process and trust that we had previously built with our stakeholders, we were able to bring them back to following the proc

45、ess, and even found a way to enhance our process/ Jim Nicholas1414THE ANALYTICAL CREATIVEIn 2021 and beyond, successful creative teams will be the ones that master the metrics. Being data-driven is imperative for creative teams who wish to be strategic partners to their organizations.In 2021 and bey

46、ond, successful creative teams will be the ones that master the metrics. Being data-driven is imperative for creative teams who wish to be strategic partners to their organizations.Creative teams still have quite a way to go towards developing robust reporting on their operations. We/ve seen increme

47、ntal change over the last four years, but creative teams should be chipping away at this reporting challenge more quickly.“My creative team has robust reporting on creative production/10%29%21%25%15%Strongly AgreetoStrongly Disagree39%21%40%of creative teams do NOThave robust operationsreporting(42%

48、 in 2020, 45% in 2019)of creative teams dohave robust operationsreporting(39% in 2020, 36% in 2019)find themselves caughtin the middle(19% in 2020, 19% in 2019)would never go into a meeting and ask for additional resources or present anything about my team without having the data to back it up. Were a vibrant science technology company;I would be laughed out of the meeting. One approach I use is to create a