The traditional client service model is flawed because it forces ambitious creatives to seek approval from clients who often have lower creative standards and care less about the outcome. This dynamic inherently limits the potential of the work.
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Agencies often pitch exciting, ambitious "North Star" campaigns that get one department excited. However, these ideas frequently fail because the client's internal teams (e.g., digital, PR, comms) are siloed and not aligned. The agency sells a vision that other departments ultimately block, leading to an inability to deliver.
The 'Mad Men' era of relying on a creative director's gut feel is obsolete. Many leaders still wrongly judge marketing creative based on their personal taste ('I don't like that picture'). The correct modern approach is to deploy content and use the resulting performance data to make informed decisions.
Creativity thrives not from pressure, but from a culture of psychological safety where experimentation is encouraged. Great thinkers often need to "sit on" a brief for weeks to let ideas incubate. Forcing immediate output stifles breakthrough campaign thinking.
Amazon's CCO explains that at an agency, creativity is the core product. In-house, it's just one business function among many. This requires a humbling shift from "selling" ideas to deeply understanding the business constraints and priorities that drive decisions, moving from being listened to, to being the listener.
The UK's pervasive culture of cynicism and complaint stifles creative ambition. In contrast, the American market exhibits a relentless, forward-moving energy that is more supportive of risk-taking, even if it appears delusional to Brits.
Providing an exhaustive list of creative ideas, including weaker ones, often backfires. Clients, seeking safety or overwhelmed by choice, gravitate towards the most bland and forgettable option, undermining the project's quality.
Strict adherence to brand cohesion often stifles creativity and results in subjective boardroom debates. Brands achieve more by focusing on creating relevant, timely content that resonates with their audience, even if it occasionally breaks established stylistic guidelines.
The creative industry is harming itself more through internal cynicism and inaction than from external threats like AI. Creatives spend too much time writing thought pieces about a perceived decline instead of actively making groundbreaking work.
As a creative business scales, its operational needs and existing structure can start dictating strategy, stifling the original vision. Founders must actively resist this inertia to avoid simply servicing the machine they've built.
The ability to react to cultural moments quickly is less about creative genius and more about having an organizational structure that allows for rapid approvals. Traditional, multi-layered review processes with numerous stakeholders are the primary obstacle to effective, timely marketing.