The Dark Side: When Process Becomes CYA

Back to matters of getting your agency organized…

​Clouds 365 Project. Shot dated 04/17/13. 

Process is in place for a reason. It’s your guide to the way you do your stuff every day. I’ll bet you don’t give it a second thought. But someone else probably does. And that person is trying to figure out what the heck’s going. It’s usually your friendly producer or project manager.

Well, you still need to get things done. And it’s that delicate balance of maintaining process – the checks-and-balances so things don’t go sideways – and CYA because of other issues.

I’ve said it many times before; if something is wrong in an agency it is one, or a combination, of process, tools (technology to manage work/collaboration) or…people.

Process – without it, priorities are set by whichever client is barking the loudest; things get lost; errors made; and who knows how many dollars you lose – every hour.

Tools – those awesome technologies that, along with a good process, actually can take some of the daily documentation burden off of you and allow you to do your real work. Like strategy, creative, tweeting.

People – your co-workers – you gotta love ‘em, but they can throw a wrench into the effectiveness – or usefulness of process or tools. When one or the other isn’t followed or used properly, errors can and will happen.

There is a dark side to process and tools. When they are implemented for CYA. You know what that is. And it may be more costly and time consuming than no process or tools at all.

How I hate CYA. Such a waste.

Process steps, put in place as punitive measures because something went wrong. An error, now there are extra steps / extra people involved in proofing, more reviews and approvals on everything.

Massive emails and documentation just to make sure that when a project goes sideways you can say, “See, I did my job” (aka: it isn’t my fault).

A tool purchased to ‘fix the problem’ without identifying what is really going on. It is ‘sprung’ on the agency with little warning, and expectations that you’ll be on easy street.

Uh huh.

Process is not CYA. An effective process – that is practiced and not cumbersome – reduces the need for time-wasting efforts. Process makes you more efficient.

If you really take the time to map out your process – the steps a project takes and who touches it – you will get a clear picture of redundancies, gaps and bottlenecks in your workflow. Then you can start applying the two other key aspects – tools and people – to clarify how to make workflow better.

Mapping is the first thing I do with a client.

Before you choose which tools (technology) to invest in (and it is an investment – whether it’s fee or free), map your workflow and define / refine your process. Evaluate your technology options carefully – and get input from your colleagues. And get to the bottom of personnel issues.

You will be introducing change and that involves transition. Transition is the process of change.

Get it? It’s all about process and not CYA.

I’ll leave you with a line from Kelly DeLay’s Clouds 365 Project:

“Process matters. Good work flow is satisfying in its own right apart from the success of the final product. Effective work flow allows me to maximize the outcome of my work while minimizing the costs. I want my process to be open and transparent.”

Rob Strasser Update – The Legend Unfolds

The past couple days I wrote about Rob Strasser and his legendary list. I sent an email off to adidas America corporate office to get some facts to back up the legend, thinking it would be a few days – or maybe never – that I heard anything.

Not so. A few hours later I received an email from Ina who provided more background and a photo she took of the list – which was on the wall at Rogue Pub.

​Image provided by Ina, adidas America. Thank you Ina!

Ina also put me in touch with Peter Moore who wrote back:

“Interesting this comes up every few years.

First the list is correct.

It was not written on a napkin, but it was written on a paper place mat, food stains and all, it hangs in my studio.

The list was not about adidas America's mission but more about the kind of company and the characteristics we wanted adidas America to have.

The idea was to be different, not to be so influenced by numbers and financials but to create something people would want to embrace and work for.......we asked them to work way harder for far less than they were used to, at least in the beginning.”

What I find so telling here is that the list: Unique, Simple, Interesting, Unexpected, Understandable, Meaningful is relevant and practiced.

In a time where we get bombarded with requests – daily / hourly – I found it to be a pleasant surprise that a couple people took the time out of their day to not only answer my question, but provide more background.

It's important to keep this kind of vision alive in how we work – every day – and not just one of legend.​

Why Am I the Oldest Person Working On [name whatever it is]

I was researching my post about Rob Strasser and found this post on the adidas internal blog – their History Project – the post was written by the ‘Godfather’ of the project: Peter Moore.

Feel like you’re the oldest person on the project? Have a seat.

As a native Oregonian, and way back when I was a graphic designer, always looking for a cool assignment, I paid attention to the folks at Nike and adidas. I had friends there and occasionally did a little freelance work for them. So the fact that they were – and still are my contemporaries seems somewhat odd.

I still think of them as 30-somethings. I’m surely 30 in my head. 

What struck me was what Peter Moore, the Godfather, had to say about his age:

“Finally, the reason I am the “Godfather” of this project is simply because I am, by far, the oldest person on this project (and most every adidas project I work on).”

I’ve written about ageism, as it applies to advertising, and perhaps it is a young-person’s game. There’s a lot of changing technology, things are moving faster – or so everyone seems to think. Well, information travels faster, and therefore marketing a product must be immediate. But even more importantly, it must be relevant.

We’re not too old to work on your project. But why do I always feel like I'm the oldest person in the room? 

Oh, that's right. Because I am. What good is longevity in an advertising career if we can't apply and share all those lessons learned?

The process itself (any process really) does take time. To do things well and thoughtfully, and make them truly relevant, does take skill, experience and thorough consideration. Why is it that we react just as quickly to the unimportant [some celeb’s drunken escapade], as we do to the tragedies [Boston Marathon bombings]?

I think that we all need to step back from our media-filled frenzy and decide what is truly important for our clients and, even more, for ourselves. Faster isn’t better. It just gets you there faster – which may have been an unnecessarily rough ride.

React to what’s important – you may not be the most experienced to determine what that is. That's where us old folks come in handy. After all, responding quickly to the emergencies in advertising is what we seem to be about these days. The passage of time fine-tunes our personal GPS. We know how to get there quickly, but we have the experience that allows us to sort the celeb disaster from the real disasters.

Time to have a chat with your resident ‘sage’ – and pay attention. They’ve been there. Done that. You’ll learn a lot. And they are willing to share.

Slow down to be better.​

Rob Strasser's Vision

                   ​adidas original samoa

I’m originally from Portland, Oregon, and remember very well the birth and growth of Nike in the ‘70’s (their world campus is five miles from my old neighborhood). And I also witnessed the birth and growth of adidas America in the ‘90’s – the office of which was originally in the same vicinity. (Curiously, adidas America is now located in a former hospital – where both of my children were born – weird, I know.)

So having these two huge companies in your backyard makes it more personal. I had (and still have) lots of friends and former colleagues working for one company or the other. Both companies take good care of their employees, and are good stewards of their environment – not to mention how much they give back to their community. Thank you for all the jobs by the way.

But this is about Rob Strasser who was the first CEO of adidas America. The people I knew who had the opportunity (of a lifetime) to be with that company at the beginning were truly inspired by Mr. Strasser’s vision and passion.

So my husband reminded me of a list that Mr. Strasser wrote when starting adidas America. Legend has it that he wrote it on a napkin (where all great ideas and inspiration start), and that it’s on a wall at a brewpub in Portland. (If you know anything about this – please let me know!)

Here’s the list:

Unique
Simple
Interesting
Unexpected
Understandable
Meaningful

Rob Strasser became CEO in February of ’93, and died in November of ’93. A few months to inspire everyone in the company – the inspiration still lives on today.

We all should take note of the list in everything we do. Every day.​

Attend The Advantage User’s Conference Next Month. Because I Said So.

First, The Advantage User’s Conference is in Orlando this year. May 19 – 22 at the Loews Portofino Bay Hotel at Universal Orlando Resort.

​Loews Portofino – Universal Orlando Theme Park is just a boat-ride away…

Second, I live in Las Vegas, which has hosted over 4.9 million attendees in over 21,000 conferences in 2012. (The last Advantage User’s Conference was here in 2011.) And thanks to all who believe in the value of attending conferences (and checking out what’s going on after hours), our economy is starting to turn around. Thank you, thank you very much.

Now, conferences are a good thing. Especially when you actually attend the sessions.

I’ve had the opportunity to attend many, and speak at a few sessions at The Advantage User’s Conference in the past. Won’t be attending this year though (sad face).

So, go. Advantage consistently has awesome attendees. Most have the same agenda: Get more information – both from the break-out sessions and from like-minded attendees. Plus, Advantage will be unveiling their latest software version: Sapphire. Ooohhh. Ahhhhh.

Geeks like me get excited over this stuff.

Listen – here’s how to get the most out of the Advantage conference:

Plan ahead – go through your program guide and decide ahead of time what sessions to attend
Bring business cards – share, take notes. Some of the best information is shared by other users
Charge-up – all of your electronics ahead of time. It can be really hard to find an outlet for recharging
Bring note paper or your laptop to take notes – note paper is usually supplied, but it’s only big enough for a phone number (just in my opinion)
Bring a sweater / wear layers – the air conditioning can feel like a walk-in cooler. I’m not kidding
Pay attention – I know that taking a few days away from the office is really hard. Catch up between sessions (they’re only 1:15 hours long – and if you can’t be away for a little over an hour, we really need to talk)
Gather business cards – again share – and keep in touch
Questions for the speaker – The Q & A portion of any session always seems too short. If you have more questions, give the speaker your business card with your question written on it, or attached to a note – most speakers get inundated with questions between sessions (I did), so give the speaker a chance to get back to you with thoughtful answers
Seek-out attendees from your break-out sessions – meet over coffee (or a drink) and discuss not only things Advantage related, but just how your agency runs the day-to-day. You’ll discover that all our stories are pretty similar…
Enhancement Ideas – is there a functionality you would like? Ask the session leader – they will note it. Also, as an Advantage user, you can go into your client login on their website and make your request

There are a lot of parameters to using Advantage, and I’ve met my share people who *discover* different ways to apply the hundreds of tools available. Some may be work-arounds –and that’s where you can help them get better use of everything Advantage has to offer. In my experience, everything I’ve gathered from my colleagues over the years at conferences has been invaluable.

And…should you use a conference to work in a little vacation – good for you. Just be sure you absorb all that good information out there. It’s included in the price of admission.

Need help? I’m here for you.

Collaboration the Old Fashioned Way

This post started out as a primer on collaboration – the old fashioned way. In analog.

Just like all that stuff you do on a computer – that used to be done with pencil and paper on a drawing board – planning and collaboration was done in analog. Index cards on a corkboard / comps taped up, and then the evolution to Post-its® on a wall.

I believe that’s the way it should be done – now. Any big project (read: expensive/time consuming/massive possibilities to final product) needs everyone working together – collaboratively.

As I am a HUGE proponent of getting a handle on the costs and time associated with a project – up front, and getting a client to sign-off prior to start-work, I’m also a huge proponent of awe-inspiring creative.

The other day I wrote (which is probably a Duh! moment for many) about gathering everyone together and fleshing out ideas. As well as taking into consideration – cost, talent, availability, technology – before presenting to the client. But the article I referred to in my post made me realize that perhaps only the creative is being fleshed-out, but not the mechanics of production.

Call me crazy, but as a project manager (or producer) I see my role as one who not only ensures your fabulous ideas get done (along with everything else in the agency), but that we make money.

That’s how we stay in business.

I love great creative and never want to compromise it because someone didn’t do their homework. Or worse, says yes to the client, and tries to figure out execution later.

Sometimes clients – even though the ideas are innovative, original, and truly awesome – don’t have the money to do what you designed.

You spent the time, figured out how to execute, gathered the best minds/talent/tools, and everyone loves it. But it costs too much. Finding out monetary limitations after-the-fact is no way to do business.

Therein lies the problem. You both want it so much. No money. How do you cut a little out here and there and still retain everything you both want?

Who takes the hit? Great ideas need to be funded. You either cut, or you (and your vendors) and your client each take a share of the hit.

Not to mention, as an agency, you have bills to pay and other clients to tend to. And that *other* work may not be as exciting or innovative – but it does pay the bills. And you do like all of your clients.

This is the reality of true collaboration – everyone needs to be in the room. Including me.

Check out this video of a Google Hangout on Agile Creativity. And also check out the Google page on Creativity Insights.

In the video, John Boiler of 72andSunny talks about their workwall, which is exactly what it says. They pin-up their ideas, everyone discusses, then leave/comeback and do it again. (He’s working on a digital form of the workwall.)

The Google page has a simple list of tips on agile creativity. There’s also a downloadable version. I especially like what Rei Inamoto of AKQA has to say about a fast (four hour) cycle of briefing/concepting/presenting. More time doesn’t mean better creative.

John Boiler states that he wants to take their workwall to a 2.0-version - make it digital. I'll have to contact him to see if they are there yet, because I still like the idea of literally being in one room. The interaction is immediate and everyone is hearing what's being said at the same time. How do you get that with an online environment. Is everyone truly engaged in the moment?

The bottom line: we do need to ensure whatever we create can be done, and the client can pay for it, and that there are actually enough hours in the day. And we know that throwing more bodies at a project doesn’t mean it gets done faster – so don’t even go there.

What do you think? How does your agency handle innovative solutions AND ensure they can be done – on time, in budget, and super awesomely without compromise?​

So the Client Didn’t Fire You. Start Planning Better.

Yesterday I wrote about an agency that showed a client awesome, and gave them an estimate with a caveat of ‘budget uncertainties’. What’s disturbing to me is that the author of the article works for a major digital firm that shouldn’t make this kind of mistake.

I'll say this nicely – if your budget uncertainties are enough to derail the project significantly, should they turn into realities – where a plus or minus (aka contingency) is not factored in and agreed to by both parties – then you should not proceed on the project.

You don’t have enough information to move forward. You have a fabulous idea with wonderful creative and some numbers. That’s it.

Budget uncertainties will kill your project in one way or another. It can also kill your agency if this is generally accepted practice.

So, do your discovery and research for creative and execution.

Now I’ll piss some people off…I see this more in the digital / mobile area than any other area of advertising. I have reasons to believe this. Inexperience. Fear of clients, colleagues or vendors. Lack of knowledge.

Inexperience
I have witnessed it first-hand. Digital is in huge demand. Therefore, the bar can be set pretty low. Lots of inexperience. So, a person can work in a digital agency, gain some experience, and move their way up the food chain where the demands, budgets and risks are much higher. Someone who knows the lingo may be clueless to risk as it applies to scope, budgets and timelines.

Fear
Those who are client-facing, usually Account or Producers / Project Managers, may not have the depth of experience in scoping, estimating, project management, sourcing, negotiating, arguing, writing a purchase order with restrictions, managing internal deliverables, risk and mitigation planning, and managing client expectations (as well as those of your colleagues). But saying yes is so...easy.

Knowledge
What I am witnessing in the digital and mobile areas is that the demand is high, the staff is young and inexperienced, and everyone is highly driven. I’m not saying you are stupid. You are just making rookie mistakes. Everyone must understand that they are part of running a business - first. 

And by the way rookies, I have also personally witnessed veterans who give it away every day because they think they can circumvent the potholes that will kill their project.

Then there's the ever-changing landscape of apps, platforms and whatever else anyone can dream up – that you have to keep on top of – all the time.

Give everyone an education. Pull everyone into a room to flesh-out the scope, budget and timeline. And make that a mandatory meeting. I guarantee that an hour (or two), in that one meeting, will save hundreds of hours (and dollars) down the line.

What happens in that meeting? Talk about possibilities; flesh out the good ones (that are achievable); everyone must poke holes in the scenarios and execution – and explain why (that is the education part); shout out every issue that can and will affect cost/timeline, and be realistic. Take into consideration what everyone has on their plate during the life of the project – you should be able to see everyone’s schedule (just sayin’).  

Speak up! Here’s your chance to clue everyone in on the pain you endure every day to fix the things they committed you to…without asking first.

And before you fall in love with something, find out if it can be done. Cost, schedule, requirements. Bring that back to the group and make sure it fits – before presenting to the client.

I absolutely love great creative and an awesome experience. I hate parsing out the good stuff because someone didn’t do their homework.

Tomorrow, collaboration. The old-fashioned way.​​