Archive for the ‘People’ Category
17th October 13
Author: Ben Shaw, Social Strategy Lead
Does the idea of using data to tell stories and to inspire the very best creative ideas make you weak at the knees? If so, listen up – BBH is looking for a digital analyst to help bolster the existing team of hand-picked social specialists.
What do digital analysts look like at BBH?
They need to know digital & social metrics inside out, as well as having knowledge of the tools that allow us to get to these metrics (Facebook Insights, Crimson Hexagon, Hitwise, ComScore, True Social Metrics etc.).
They are relentlessly curious and motivated; a person who understands how social fits into the bigger picture and can interpret this sometimes complex relationship, into simple and tangible terms for our clients.
We need someone who can make our clients feel loved, by understanding their business objectives and translating these into social KPIs.
Above all, they are someone who acknowledges the ever-increasing number of data points, but can demonstrate the separation between simply reporting on and actually analysing the data – someone who avoids (the beautifully coined) ‘data puke’ in favour for concise analysis and pithy insights.
We’re looking for someone who eats and sleeps social data – who is comfortable guiding both the clients and account teams on metrics that matter to them. Someone who is used to pulling together measurement frameworks tailored to each client. They will have been intrinsic in not only how campaigns should be measured, but in using data to optimise a live campaign to demonstrate the merits of reactivity.
In addition to all of the above, they will have an understanding of the crowded social technology landscape and have infectious enthusiasm for new tools & methodologies that will help us produce great work for our clients. They will have mourned the loss of Google Reader as a means to streamline the many blogs they read on social analytics – and importantly, have a point of view on the million dollar question of ROI. We want someone who can use this knowledge to evolve existing products and create new ones. Most importantly, they will impart this knowledge in an inspiring and approachable way to the rest of the agency – to help spread our objective of creating more socially connected ideas.
BBH is fortunate enough to have some of the biggest brands in our portfolio because we’re a restless company, constantly striving to do the best, most creative and innovative work possible. Creating socially connected ideas is at the top of agenda for growth so we need someone who has an entrepreneurial attitude to their work – enough to continue to grow the BBH social analytics offering.
Ultimately like all BBHers, we want someone who is ‘good & nice’- someone who wants to make great work and work in a great environment.
If you think you are one, or know of one, then send in a CV to: firstname.lastname@example.org
2nd August 13
Author: Jim Carroll, Chairman, BBH London
Like many people I was amused by Rory Sutherland’s recent piece in The Spectator, in which he suggested it might be a smart strategy for Agencies to recruit graduates with lower class degrees.
Sutherland argues that there is no evidence that ‘recruits with first-class degrees turn into better employees than those with thirds’. Graduates with lower class degrees are in fact undervalued by the market and as a result they’re less expensive and more loyal.
I thought I might contribute my own perspective to the debate and indeed my own trusty Recruitment Tool:
In my many years of working with Strategists, I have established that very smart people can reduce highly complex conundra into quite simple challenges. In this respect they have something in common with the less-than-intelligent, who see the world simply despite its many sophistications.
I have also observed that those with moderate-to-medium levels of intelligence can perceive complexity in every aspect of every problem.
This has led me to conclude that the only useful Strategists are fools or geniuses….
26th April 13
Author: Ben Fennell, CEO, BBH London
As I write, we’ve just completed a six month, ‘in house’ course on Leadership for 30 of BBH’s finest. The course is a tangible acknowledgement that leadership skills are not simply ‘picked up’ over time. But that they have to be developed, they have to be taught, they have to be learnt.
Throughout my career I’ve been a keen student. I’ve always tried to observe, emulate and customise the leadership behaviours I most admire. From mentors, from clients, from within BBH, from history, politics and sport.
There are a couple of interesting things about our course:
- It is totally bespoke to BBH, by that I mean it is focused on developing the skills and tools to succeed in our culture.
- It is cross discipline, so in attendance are strategists, suits, producers, and those historically reluctant trainees, CDs.
- It is personal, because leadership always is. I invited the 16 speakers, 13 BBH and 3 clients, to talk about the leadership attribute that I most associate them with, eg ‘making good and bad decisions’, ‘leadership in tough times’, ‘creating positive pressure’.
- Having been exposed to a whole series of very personal, and very diverse leadership orthodoxies, one has come out head and shoulders above all others.
The power of difference. All the delegates have told me that a better understanding of their own unique strengths, and a strategy to amplify those, is the key to creating higher impact, and greater followership in the workplace.
Despite almost all of the delegates’ pre course perceptions to the contrary, they have found that BBH is packed with a range of very different types of leaders.
I think this has probably always been the case at BBH. It was the complimentary differences in personality type, style and delivery that made our founders John, Nigel and John such a compelling cocktail.
It is interesting to me that, somehow, as we’ve grown, people have started to believe that there is only one way to lead and succeed at BBH, one leadership archetype: competitive, quality obsessed and, yes, relentlessly dissatisfied.
People like myself may well have propagated that myth. Which is ironic, because I know exactly how much I depend on the difference offered to me by my closest partners. Leaders with any sense of self awareness learn quickly to assemble a team that complements their strengths and compensates for their weaknesses.
One simple example. I think in metaphors and references from sport and film while Jim Carroll, our UK Chairman, uses renaissance art and soul music. I want our people to be exposed to both, and a hundred more besides.
Jim spoke at my 40th, he stood in front of 100 people, only 10 of whom he knew and who knew him. It would be fair to say that it was a fairly rowdy and sporty crowd. He won over his audience, and nailed me with his opening line:
“Ben and I share not one personality trait”. Genius.
And that’s the point. I want our company to be filled with all kinds of different leaders: visionaries, operators, closers, nurturers, warriors, enthusiasts, rocks.
It’s the celebration of difference that makes a culture powerful and unique. It is the managed tension between different types of thinkers and personalities, that gets us to our best answers. I urge every new joiner to “keep their edges”.
I think it was Warren G Bennis that famously said that “Failing organisations are usually over managed and under led.”At BBH we want more leadership, in all its forms, at every level of our company.
I am always energised when I face the company and see a whole new cohort coming through.
I wonder if the next great horizon for our business should be less defined by our outputs: digital, social, CSR. And more by our inputs. By developing a generation of industry leaders to inspire staff, clients, and most important of all, the consumer.
The longer I do my job the more I believe that ‘Inspiration’ is the petrol you put into the tank of a creative business. It’s our fuel. It is leadership’s most fundamental obligation.
Of one thing I am certain. You can’t possibly inspire others unless you are 100 percent clear about the single question we started, and have focused, our whole course on:
‘What kind of leader do you want to be?’
12th April 13
Author: Sam Jesse (@sam_jesse), Strategist, BBH NY.
It’s hard to believe the Barn is turning four this summer. During its short existence, the Barn and its interns have had some big moments. From the very first project to receive national attention (http://datingbrian.com/) to another which won two Lions at Cannes (http://underheardinnewyork.com/), the Barn keeps moving onward and upward. We even expanded beyond our borders as the global BBH family embraced the Barn, leading to inspiring work from intern teams in London (http://keepaaroncutting.blogspot.com/) and Singapore (http://www.madebymigrants.com/). And now, BBH New York is looking for the next wave of interns ready to make some noise in the summer of 2013.
This isn’t your typical advertising internship, so we aren’t looking for your typical advertising candidates. We want the mavericks, the ones who would rather do amazing things than talk about them, those who can see the future and make it happen. We especially want the ones who think and create in tech and code. Know how to code a site in html5? Know how to build an app for iOS? Know how to bring a film to life in Final Cut Pro? Great. If not, don’t worry. We want the resourceful ones too. The ones who will learn new skills on the fly in order to get the job done. The Barn is designed to empower these kinds of people. There will be plenty of rolling with the punches along the way.
Now, on to the details. The Barn internship program accepts six students or recent graduates every summer. Interns are split into two teams of three, which are then briefed on the same assignment. Over the next 10 weeks, each team develops a unique idea and brings it to life to answer the brief with a budget of $1000. Both teams will have full access to BBH talent and will be working on client business throughout, so it will be a busy summer. The goal for each team member is to end the program walking away with tangible public-facing work to showcase in their portfolio.
28th March 13
Author: Jim Carroll, Chairman, BBH London
Why assign your own name to a brand? What drives the founders of eponymous brands? What lies behind the success of the successful?
These are questions addressed by Branded Gentry, an engaging new book by Charles Vallance and David Hopper. The book comprises a series of interviews with people who ‘made their name by making their name into a brand’. The likes of Johnnie Boden, the founder of the casual clothing company, James Dyson of the innovative household appliance brand, Jonathan Warburton of the baking dynasty, and our own John Hegarty.
I found it a refreshing read. Conventional business books encourage us to think of commercial success in terms akin to scientific case studies. We isolate key learnings, critical success factors, best demonstrated practice. We are introduced to models, mantras and metaphors. We are given a picture of achievement which is ordered, constructed,
Branded Gentry invites us to consider the psychology of the founders of successful brands. Their relationship with their parents, the view from their childhood bedroom, the emotional milestones that mark out their career. Each chapter is a character study, an elegant pen portrait of often charismatic, compelling individuals. Consequently it paints a picture of success that is disordered, spontaneous,
instinctive. And of business that is personal, passionate, human.
The decision to give one’s own name to a brand is significant. If brands are fundamentally about trust, then a brand that carries a founder’s name has a particular sense of integrity. The tag-line of Warburton’s bread is: ‘We care because our name’s on it.’ And as Boden puts it, ‘If you don’t believe in your name, how can you expect other people to give you money?’
Inevitably perhaps, there is a consistent theme of ‘failing forwards’. Tripping up on the way to success, maybe being humbled by mistakes, but also seeing in them learning and experience. The eponymous brand owners come across as enthusiasts. They’re often breezily confident and positive about life. Many of them seem more emotional than you might expect, more active listeners.
But there’s also a dark undertow. A wariness of good fortune, a suspicion that bad times may be round the corner, a fear of debt (which many of them have experienced). The Branded Gentry are restless souls. Listen to James Dyson: ‘I’m not satisfied; I’m still not satisfied. The moment you’ve done something, then you’re onto the next thing, which is full of new problems you’ve got to solve …It’s a life of failure and dissatisfaction whatever your private wealth’. Or as the potter, Emma Bridgewater, puts it: ‘The trouble with being an entrepreneur is that you never think you’ve finished. You’re always thinking of things you haven’t done… I’ve got a lot of parallel lives unlived, but you suddenly realise it’s probably not going to happen. It’s the inherent sadness of ageing.’
I guess I had imagined that success came easily to the successful; that they had had a leg-up from life, a helping hand to get them started. In fact I was rather struck by the fact that, whilst some of these entrepreneurs were born into material wealth, most of them had rather tough childhoods.The broken home, the unsympathetic father, the parents that passed away before their time. Illness and ill fortune seem never too far away. (Dyson points out that over 80% of British Prime Ministers lost a parent before the age of 10, compared to only 1.5% of the general population.)
I grew up committed to a clear separation between work and life beyond it. Of course in the modern age it’s increasingly difficult to sustain the divide. For these Branded Gentry life is work and the eponymous business is fundamentally an expression of self. According to Dyson, ‘I had developed a latent desire to make things around me better and that desire was the very part of whom I was.’ The authors conclude that their subjects ‘didn’t go out into the world to fit in with it. One way or another, they set out to make the world fit them.’
Branded Gentry is very well written. There is a commendable amount of descriptive detail and direct speech. One often feels one is in the room with the interviewee, observing his or her furniture, inflections,
physiognomy. I welcome the book’s commitment that business is about people not just processes, passions not just practices. For Vallance and Hopper the personal is professional.
16th February 13
Posted in People
“And in the end, it’s not the years in your life that count. It’s the life in your years.”
~ Abraham Lincoln
I remember extremely well how I felt when Ben told me BBH were hiring Griffin. A mixture of ‘Bam! Yes!’ delight and excitement, with a small sliver of anxiety thrown in. I really hoped we would be worthy of him.
At the time, Griffin already had a thoroughly interesting and useful model for modern planning that he’d explored in public on his own blog. He called it Propagation Planning – “plan not for the people you reach, but the people they reach” – and it made a ton of sense. He practised and preached it with an elegant simplicity. He wrote beautifully. He wore a cool hat in his Twitter avatar photo. He had a name that sounded like it belonged to a mythical, dragon-fighting Knight. So far, so intimidating.
Of course it turned out Griffin was all of these things – incredibly smart, ahead of his time, thoughtful and wise beyond his years. But, miraculously, not in the slightest bit intimidating. Rather, he was the most generous of men; kind and good-hearted. He also immediately made himself indispensable. I’m not sure anyone else can claim to have played a major role simultaneously in the main agency, BBH Labs and BBH Zag. Griffin got everywhere… he made a difference to everyone.
It’s a rare thing, knowing someone who is truly talented and truly generous in equal measure. Very clever and very kind. Some people can pull that perfect balance off every now and then. Griffin was like that every single day. When I think about him in the weeks and years to come, it’s this that I will not forget.
As the e-book below (made for Griffin in the midst of his fight against cancer) attests, everyone at BBH – particularly all his close colleagues and friends at BBH New York, plus a lucky few of us in London – will remember Griffin for the great work he did, his absolute commitment right to the very end, his gentle optimism and his courage in the face of such adversity. But mostly, like everyone who was lucky enough to know him, we will remember the overflowing love he had for his family and his huge capacity for friendship.
RIP, Griffin. It’s an honour to say we knew you.
Super Griffin eBook by Dean Woodhouse & Hugo Bierschenk, with the involvement of everyone at BBH New York.
29th January 13
Who we’re after
A digital analyst who knows their way around analytics and social metrics but who has that sixth sense to sniff out fresh insights that have real strategic value. We need someone who can focus on the story that the data are telling them, not just crank out campaign reports.
What you’ll be like
Smart, curious, passionate and a great communicator. Someone who will be comfortable working alongside strategists, creatives and clients. An analyst that can explain complex measurement and analysis in plain and simple language. You will love being a digital specialist but you will be able to see the bigger picture and you will understand that whatever tools we use to gather our insights we are ultimately seeking to understand consumer behaviour and motivation.
- In depth knowledge of digital analytics tools (eg Sysomos, Google Analytics, Comscore) and the creative use of free digital insight tools
- Ability to bring the numbers to life and tell a story with data from different sources
- Appetite and ability to translate insight into strategic recommendation
- Experience of effectiveness measurement and KPI tracking
- Desire to work in a creative environment with creative people
- Entrepreneurial: actively seek new opportunities to gather insights and help teams benefit from digital intelligence
- Good people skills and ability to build relationships across all disciplines
- Other key attributes: Hardworking, energetic, collaborative, good organisational skills and cultural knowledge
If this sounds like your kind of job, we want to hear from you. Please send a cv, details or link to email@example.com
9th August 12
This piece was originally published in Creative Circle’s 2012 Annual last month. It’s packed full of advice from the great and the good, with special mention to our own John Hegarty and also to Ben Kay on how to write an advertising blog. You can buy a copy of the annual in magazine form here.
Author: Nick Gill, Executive Creative Director, BBH London
‘Creative’. I’ve never really come to terms with this word. The very notion that some people are defined as creative, whether by trade or persuasion, I still find strange. Even if I wasn’t creative the last thing I’d do is admit to it.
When I was at school I never thought of myself as a creative person. Just someone who could draw and paint quite well. And these basic skills would be my ticket out of obscurity.
But growing up I soon realised that for all my talent I was never going to be an artist. It wasn’t that I wasn’t good enough. I just wasn’t made that way.
Because someone had tuned my brain to solving problems. Give me a blank sheet of paper and I’d break out in a cold sweat. Ask me to draw a picture that included a giraffe, a lawn mower and a magic carpet and I’d enjoy working out how to cunningly weave these three seemingly disparate objects into one satisfying image.
I went to art college in Manchester. I stood in the graphic design studio on day one, waiting for a tutor to read out my name. But it never happened. This is because they had me down for another course. One entitled ‘Design for communication media’. ‘What’s that when it’s at home?’ I enquired. ‘Advertising’ came the reply. And that’s how I got into this business. I fell into it. Like a drunk tripping over a chair leg and landing in the arms of Charlize Theron. I am one lucky bastard.
Because advertising is a great career. And ‘creative’ is a truly wonderful way to go through life. To make money out of your imagination is as exciting as it is scary.
What have I learned from my time in the business? Here are a few things that might help. Read full post