10th March 14
Posted in Start ups
In his new book on creativity Sir John Hegarty cautions the creative industry to not become enthralled with technology, but instead allow technology to liberate great ideas. This is the idea behind Pie, a tool for modern teams to save and share inspiring finds and ideas.
Pie originated in the BBH ZAG bakery and we spoke with Pieter Walraven, formerly Product Director of BBH ZAG Asia, about the things he learned during his journey from an idea to a funded startup.
So what is Pie and how did you get the idea?
Pie is a link-sharing tool that helps teams share and organize the zillion things they see at work every day. At BBH me and Thijs Jacobs (former BBH Asia Pacific Head of Creative Technology) noticed that people are constantly sharing and discussing inspiring things over email. We loved the culture of sharing, but we saw that sharing ideas over email is broken. It clutters inboxes and relevant finds easily get buried. After talking to other companies and clients about this issue we learned that they have the same problem. This is when started thinking about a technology enabling an open culture of sharing with the bigger vision of liberating great ideas.
When you say you ‘started thinking about a technology’ what does that mean, how did you translate your idea into an actual product?
What we did early on was look at the current relevant software offerings out there such as Yammer and Sharepoint and didn’t really like what we saw – who decided that enterprise software has to be dull?! So we shifted our focus to consumer apps as they’re much better at creating a great user experience.
Obviously, we liked the visual aspect of Pinterest and found that boards are a great way to organize things. We’ve used elements from Pinterest and other popular consumer applications to design our first MVP and tested 2 hypotheses: ‘do people want to use this?’ and ‘will people be drawn in by the visual consumer-like design?’.
(An early iteration of the Pie MVP)
So you tested your assumptions, what was the next step? When did you actually set up Pie as a company?
To maximise our chances of building a successful global SaaS company we knew we had to raise external funding and attract top talent. Most high-profile strategic investors only invest in strong and autonomous founding teams so shortly after we’ve completed testing our MVP we set up Pie as a separate company with myself and Thijs as founders and major shareholders.
As we both have prior experience of tech startups our pitch deck was mainly focused on the founding team. It also included the positive market outlook – “Adoption of Social Enterprise is Booming” – and the findings of our MVP which consisted of both usage data and the interest of potential clients.
(Pie pitch deck: market opportunity slide)
For structuring our financing we used a model called convertible notes. A convertible note is basically a loan that converts into shares of preferred stock upon the closing of a the next round – Series A – round of financing. Here’s a great TechCrunch article on convertible notes with all the pros and cons.
After a few hectic and uncertain months we managed to raise our target of $800K from a list of notable investors including BBH Asia Pacific’s former ECD, Steve Elrick, a U.S.-based VC, Siemer Ventures, and Peng Tsin Ong, founder of Match.com and widely considered one of Asia’s most successful tech entrepreneurs.
So tell us a bit about your daily routine at Pie, what keeps you busy?
It might sound obvious, but I underestimated the amount of time I have to spend on hiring. Our culture is our most valuable asset and it takes time to carefully select people that match the rest of the team. Of course it doesn’t help that these kind of people already have a great job! Basically hiring great people takes time, but luckily it gets easier as Pie’s exposure grows and we gain more international traction.
(Pie’s stream where you can see what coworkers are collecting and sharing)
Other than hiring me and the rest of the Pie team are 100% focused on growth. Everything we do is directly or indirectly related to growing our user base. We’re constantly iterating on Pie to improve either the user engagement or the virality. We’ve also been writing and seeding content for our target audience to attract users and have had some success with this – we’ve been live for 1.5 months and over 700 companies are on Pie ranging from Spotify to Shell. We’re seeing companies saving and sharing industry news, innovations, market data, trends, but also funny videos. Companies such as Edelman and IDEO use Pie to keep track of market trends and collaborate around certain topics. Besides internal sharing they also use Pie to share inspiration and links to relevant articles with clients.
Proximity (BBDO) uses Pie to collect and organize UX best practices. They create boards with finds that can be used for later use. Before Pie was introduced people were storing things in email drafts or spreadsheets invisible for their coworkers to see. By collecting things on boards knowledge that was previously hidden in silos now gets exposed to the rest of the team.
(A library of posts collected by a team on a ‘collaborative board’)
26th February 14
Posted in Experiments
A few weeks ago we blogged about our recommitment to Labs experiments and our new ‘hit-and-run’ approach to experimentation. And now we’re pleased to say that our first experiment is now live, though there were, of course, some hurdles and hiccups on the way.
If you’ve been following the progress of this experiment on thinky.do you’ll know that we decided to make bitcoin the subject of our first field test. This subject came with certain technical and epistemological issues – it’s not all that easy to get hold of bitcoins even assuming you’ve understood what they are for and what you can do with them.
But we are interested in whether the very nature of cryptocurrency transactions – anonymous, underground, based on algorithmic trust rather than human relationships – leads to behaviours that can be best described as, er, shady. Or whether given the chance, perhaps the bitcoin community will prove itself as wholesome as a troop of Boy Scouts.
So we’ve set up bitcoin wallet (address and QR code below) into which anyone can make a payment.. We’re going to leave this wallet up and open until midday on sunday (assuming that all goes well!) and at the end of that time, everything in the wallet will be converted into ‘real money’ and donated to the Disaster Emergency Committee.
Wallet address - 19xnfvdAHitNErAGEhVnfkeBSTL8VVv8yV
But we’re also going to do something possibly very ill advised and release the key for this wallet into the wild, meaning that anyone with the wallet address (ie anyone) and the key (ie anyone!) can both donate and withdraw money to and from the wallet. No-one should try this at home!
We’ll be posting frequent stats on activity in the wallet and while we can’t identify individuals, we can identify wallet addresses. So we’ll see how many donations are coming in, how many are leaving and we’ll be able to hero addresses giving generously and identify those wallet addresses taking advantage of this open experiment.
Bitcoin wallet key - 2G6uK7QwKRPntaS7drFSUVsUf24ZVmEaK8gET2K2Uj4w
So, let’s go – the wallet is open and so is the key. We’re not sure what’s going to happen next, but we’re looking forward to finding out.
UPDATE: This post went live at 16.24 and we tweeted about it at 16.27. It took less than 30mins for the 0.01 bitcoin (just over $5) to be withdrawn by a user with the wallet address 1NYR7RF4pdc1i923qGhnkkakCqDLL9dd45. Thanks for taking part :-/
7th February 14
Posted in robotify.me
Tyrell: Would you … like to be upgraded?
Batty: I had in mind something a little more radical.
Tyrell: What … what seems to be the problem?
Blade Runner, 1982
Robotify.me – what we did, what we learned and what we’re doing now
In December 2012 we launched robotify.me, an experiment to test our hypothesis that seeing social media behaviour visualized could actually influence and change those behaviours. Perhaps, we asked ourselves, data visualisation might reveal surprising nuances of social media behaviour which might otherwise be overlooked?
How would it feel to compare activity – likes, links, retweets, checkins, photos – with the rest of the group’s data? Would the transparency of the visualisation cause any changes in social behaviour? Would inveterate retweeters be shamed into posting more original content? Could we encourage more checking in, more posting of photographs, more liking by visualising the effect that it had on the robot?
Robotify.me was also another opportunity to learn and experiment with process. Could we create a service rather than a campaign? Could we work fast and lean and create a mvp? Could we create a product without a brief, without a client?
A little over a year on, the answers to some of these questions are in. The first thing to say is thanks. Thanks to the team who worked so hard (and gave their time so generously) on robotify.me and thanks to everyone who took part in this project. Thousands of you created robots and we loved seeing the project come to life, reading the tweets, hearing your thoughts and feedback on this thing we’d made.
Much of what we learned is displayed in the infographics accompanying this post and some of our early learnings were incorporated into changes we made live on the robotify site in the early go-live days and weeks. Perhaps our major learning was to do with storytelling – if we wanted people to learn a little about themselves we should, perhaps, have shown more, and told more explicitly. Knowing when to intrigue and when to explain is something we will take with us in the future.
We also learned that when you have a team with demanding day jobs it’s impossible to schedule daily scrums and the focus and scheduling required for an iterative workflow are not easily applied to side projects. When we plan future Labs experiments (and more on that very, very soon) we’ll definitely be thinking about the sorts of projects that lend themselves to a leaner approach. Stretch is good, but restraints will help define scope from the very beginning.
So, we’re going to be pulling down the shutters on this particular garage and disassembling the robotifier, cleaning down the work surfaces and wiping down the whiteboard in preparation for a new swathe of Labs experiments, robotify learnings fresh in our minds. We’ll be keeping the service up in it’s current form for another month, so you can still create a new robot, revisit your robot mirror-self or download and print out your robots for your digital files.
Finally, thanks again for supporting our Robotify.me experiment.
Bleep. And out.
13th January 14
Posted in technology
Author, Helen Lawrence, Social Engagement Director, BBH London
“Two high pressure jobs, probably the city. Foreman’s a medical secretary, trained abroad, judging by her shorthand. Seven are married and two are having an affair, with each other it would seem. Oh and they’ve just had tea and biscuits. Would you like to know who ate the wafer?”
Ah, Sherlock. Impossibly switched on and observant to the point of obsession, though ultimately a troubled man for it. These scenes of fast paced detectivery delight the audience, but leave Sherlock a frustrated man. Too much going on, not enough pace, no one is keeping up, he can’t switch off, nobody else can switch on, notice something, notice something, notice something…
The trends for CES were set in stone before the last crumb of mince pie was brushed off a knee – automotives, 3D printing, gaming, TVs, phones & tablets, wearables, smart homes. And of course, the nerd glue holding all those together – connected devices. I’m struggling to think of a single product shown at CES that didn’t connect to something else in some way. Razer, Garmin, Epson, Sony, LG and Spree all launched some form of self-tracking wearable at CES.
So, nothing unexpected there.
Again, nothing unexpected there.
Each product was, in itself, a good idea (curved TVs being somewhat of an exception), but look at it all collectively we’re in a bit of a nightmare. We’re back to Sherlock. Notice something, notice something, notice something… beep, beep, beep, beep.
None of it works together. A lack of interoperability across devices and platforms will suck our time, not give it back to us. Endless notifications leave us stuck in an inescapable chain of device control. The traffic is bad. Get the heating to come on later. Delay the slow cooker turning off. Record the show you’ll miss. Get the washing machine to come on later. Stop 3D printing the cake decorations.
Brilliant that we can control such things. Amazing. But we’re looking at maybe a dozen apps here, all independent and all probably built on the manufacturer’s own proprietary system. If nothing else, the dominance of ‘smart phone controlled devices’ at CES will inevitably mean we all run out of battery about five minutes after leaving the house. I’m serious about this one – Mophie are going to sell a whole load of extra battery packs if we’re all going to start controlling our slow cookers from a meeting room.
So, for 2014 and then ahead to CES 2015, I’m less interested in the devices themselves, but instead the platforms and systems that bring them together. Will we see an open platform and data standards for device control and tracking, allowing developers to add the cross device connectedness that the manufacturers can’t? Security is a big issue, of course, but until then expect 2014 to be the year your wrist doesn’t stop buzzing with notifications. Perhaps embrace it, buy a deerstalker hat and a great coat. Rival Sherlock with your real time knowledge of any situation. Notice everything. But don’t expect it to be a smooth ride, just yet.
14th November 13
Posted in strategy
Authors: Jim Carroll, Chairman & Nick Fell, Strategy Director, BBH London
The Marketing World is in awe of tech brands.
It has visited the Valley, gathered at the Googleplex. It has listened to their leadership and consumed their case studies. It has invited them in for partnerships, hangouts and huddles. It has adopted their products, processes, principles and patter. It has acquired their interior design, appropriated their casual clobber.
But has the Marketing World learned how to talk like a tech brand? Is there an underlying assumption that tech brands can teach us how to behave, but not how to communicate? An ongoing suspicion that the engineer-led cultures of tech brands don’t quite ‘get’ communication?
We suspect the Marketing World has a long held, deep rooted belief that tech brands obsess too much about their own product and experiences; that they’re introverted.
Tech brands may make cool products, but they’re not so hot on insights and benefits, emotions and humanity. They don’t understand empathy. And whilst tech brands revel in the complex, coded and arcane, they’re not schooled in single-mindedness and sacrifice. They don’t know how to drill down or ladder up. They may get big data, but they don’t get big ideas.
So for all their many virtues, there’s not much the Tech World can teach the Marketing World about communication. Or so the conventional wisdom goes.
But conventional wisdom may actually be an albatross around our necks. This same wisdom tends to create a convergent mush of mood board marketing, a farrago of facile insights and shallow lifestyle posturing. Modern brands from all sectors would do well to look properly, not just at how tech brands behave, but at how they communicate.
Let’s consider a few themes.
1. Pride in product
Tech brands spend the vast majority of their time and energy in the pursuit of innovation; creating astounding products is their main obsession. There is always something new to say, whether it’s a big breakthrough or a modest upgrade. Which is why their communications are so firmly rooted in product truth.
This might be considered old-fashioned in a world of purpose-led brand building. But it provides a refreshing break from the pseudo-insights, hyperbole and overly-elaborate ideas which fill much of today’s communications landscape.
2. UX meets advertising
User experience has been defined as “the totality of an end-users’ perceptions as they interact with a product or service” (Kuniavsky, 2010).
Tech brands employ user experience design to create products which we love to use, but the influence of UX is also clear to see in how tech brands talk.
Thinking in terms of “end-users”, not audiences, means the usability of the communication is given primary importance. The result is often a visual language which is clean, precise and with plenty of white space (more on the rise of “flat design” in Adam’s post here). Tech brands also use as few words as possible to meaningfully make the point. This type of communication is disruptive precisely because it respects our desire for space and time.
3. Narrative through product
Tech brands cannot rely exclusively on the elegant delivery of product truth to succeed.
As in all other categories, communications which evoke an emotional response help brands to create affinity and preference. However, tech brands do not treat emotional and rational approaches to communications as mutually-exclusive, like oil and water. Instead they intimately combine the two; using the product as a medium to weave rich and emotionally-engaging narratives.
For example, telling the story of a teenager building a media empire through interactions on a web browser in BBH’s Google Chrome campaign or showing a dramatic rescue through a GoPro camera attached to a fireman’s helmet.
4. Cultural collaboration
Conventionally, brands employ celebrities as a means to gain attention and credibility. These are often one-dimensional, transactional relationships.
Tech brands, on the other hand, enter into genuine partnerships with individual and institutional players in culture with the aim of creating something fresh and interesting for the world to explore. Google and Arcade Fire, Samsung and David Bailey and Intel and Vice are all examples of this.
In these relationships, both parties have a part to play; the cultural collaborator is the “cool kid” to the tech brand’s “geek” persona, bringing creativity and humanity to code and hardware.
When the most innovative tech brands work with the foremost tastemakers, the result can be an irresistible combination of science and art, left brain and right brain, intelligence and magic.
5. Built-in marketing
With the previous themes, we have considered the unique way in which tech brands talk in their marketing communications.
But tech brands are also highly skilled at building marketing directly into their products. When we use Facebook, Twitter, WhatsApp and SnapChat, we also promote them. For example, to access my friend’s pictures on WhatsApp, I have to download the app. This built-in network effect means that WhatsApp has grown to over 350m unique monthly users, with 400m photos being shared every day. All of this without any significant marketing investment.
So, let’s not just admire the Tech World’s innovative culture, agile processes and beautiful products. Let’s embrace their very particular perspective on communication. It’s a perspective that could perhaps lead us out of some of the cul de sacs of contemporary marketing. Whatever business we’re working with, in whatever sector, shouldn’t we all consider talking like a tech brand?
16th September 13
Posted in Creativityforgood
Author: Nicolas Jayr, Team Manager, BBH London
Could your career do with a one-on-one mentoring session from Sir Nigel Bogle?
Or do you have a speech (or resignation letter!) that needs copywrangling by multiple award winning copy legend David Kolbusz?
Or maybe your profile could benefit from an audit from BBH’s top social media strategists?
These are just three of the dozens of unique experiences that will be auctioned or offered as lottery prizes as part of the CITYofGOOD project. Other items available include a wine tasting session with BBH founder (and vineyard owner) Sir John Hegarty, a racing top signed by Usain Bolt and a portfolio review from BBH Executive Creative Director Nick Gill.
All money raised goes to support Brazil NGO Grupo Ruas e Pracas and is part of The International Exchange initiative which brings together communication professionals and NGOs working in developing countries.
You’ve got until 10 October to decide which fantastic experience you want to bid for and make your offer. Follow @bbhcityofgood for updates and good luck!
Nicolas is heading to Recife (North-East Brazil) in November as part of the TIE initiative to work with NGO Grupo Ruas e Pracas, whose mission is to empower children and adolescents living on the streets through an educational process based on street education.
9th August 13
We live for our holidays, and yet sorting them out has become a self-service chore. So it didn’t feel right to just tell people that British Airways *do* holidays, we wanted to deliver on their brand promise to serve, by creating an experience that actually helps people to plan their perfect break.
We talked about how holiday planning begins with a picture in your head, and it’s these images that resonate emotionally – when people pick up a guide book they go straight for the photos pages. This made us think – wouldn’t it be good to make a tool that stimulates the senses and imagination, helping you plan your holidays with just your eyes?
Coming up with the idea of choosing your holiday through pictures was relatively quick, but the biggest challenge was executing it in a simple, functional amator porno and pleasing way. We explored a few options with different levels of interactivity. One involved asking people a series of visual questions, another was a sort of ‘paint by numbers’ – but both these seemed to add an unnecessary layer onto a very simple idea. This exploration made us realise that we should use as few words as possible and make the most intuitive experience we possibly could.
The tool simply needed to read image choices, then suggest bespoke holiday options to match. This felt like a new way to inspire and buy a holiday in itself. And that’s where the name came from: ‘Picture Your Holiday”.
The soul of the experience was always going to be in the animation and interaction – no amount of beautifully designed stills could bring it to life – so in order to ‘see’ this we had to prototype the build. Moving quickly to prototype gave us a number of advantages – it helped focus the team, which unearthed the key interaction challenges very early on. This proved to be cost effective and allowed us more time to really think hard about solutions.
We were able to explore the tool across mobile and tablet simultaneously, adapting the development branch so that each was optimal but largely from the same code base. Which in turn meant the interactive six sheets at Westfield are essentially running the same version of the tool that works in your browser. Added effort early on made for a much more effective roll-out towards the end of the project.
There was also a great sense of excitement at the point where we shared it with the client, they could see for themselves the simplicity and delight in the idea. We were then able to do real world guerrilla user testing with the prototype to get feedback and roll it into the iterative dev cycle. Several recurring key findings changed our approach, one of those being the labelling of buttons.
As the prototype evolved into what would become the final tool, parallel activity to develop ‘campaign ideas’ were set aside. We realised that the product WAS the campaign and the concertina of beautiful images would become the key visual for all communications platforms.
Behind the elegant interface is a data driven system for all device types. We created a spreadsheet of attributes for each destination and then assigned a value to each. It was then exported as a JSON file, means that the whole thing can still be updated easily, should BA wish to add new holiday destinations, by simply deploying a new file to the cloud.
The end result is something which feels elegant, inspiring and fun to use.
21st June 13
I must have been around five or six when I at least subconsciously realised that my dad worked for ‘a brand’.
Taxiing through Schipol yesterday I saw the iconic KLM logo everywhere and it was for the Dutch airline, with its consistently modern, clean, emblematic branding, that my dad worked.
As children my sister and I saw plenty of that logo. On company Christmas cards and letterheads that lay around our home. On the multilayered paper tickets (always standby, always a nervy adventure) that took us away to places I now realise were exotic destinations in the 70s. And everywhere in the office at Heathrow, where we sometimes spent the day with Dad at work, in the dog days of the summer holidays.
And so yesterday it struck me that my taste in design might hark back to those days, to that logo. The simple morse-like arrangement of cross, over four dots over long dash. The discreetly powerful, squatly confident KLM in Noa Light. An imprinting of intelligent, stylised, corporate identity leading to a fetish porno fondness for deliberate, thoughtfully bland urbanity. An interest in unplaces. The appreciation of the aesthetics of the shipping container and transport logistics hubs. Digitally rendered fictional suburbia. Street view art.
And taxiing through Schipol I thought about this. And this small thought, the memories, speak to the power of good design and branding and how a logo, assuredly deployed, can imprint itself on a person and shape them, years later, like a paternal hand from the past.