29th April 14
Author: Richard Helyar, Head of Research, BBH London
Last week Disney’s icy fairytale Frozen became the 6th highest grossing film of all time. It had already taken more money at the box office than any other animated film in history, relegating Pixar’s Toy Story 3 to second place. Incredibly, a two-man leadership team is behind both films and their respective studios: Ed Catmull and John Lasseter.
So BBH was highly animated when we welcomed one half of this duo, Ed Catmull, Pixar’s co-founder and President of both Pixar and Disney Animation, to talk to us last week on his two-day visit to London promoting his new book Creativity, Inc.
Together with the backing of Steve Jobs, Ed and John built Pixar from scratch and I doubt if anyone reading this hasn’t seen, and loved, one of their films. Pixar’s 27 Oscars and $7bn revenue is a pretty compelling demonstration of the creative and commercial yin yang, but what is truly remarkable is that when Disney acquired Pixar in 2006, Ed and John were put in charge of Disney Animation, then on its knees, and pulled off the same trick again. Frozen is testament to their methods and it’s these methods that were the subject of Ed’s remarks.
What I found fascinating listening to Ed was that he talked more of failure than success. Sure, we’re all well versed in the merits of failing fast, it’s practically an internet meme, but the scale here is epic and the anecdotes are richer. Ed shared stories about how so many iterations of new movies suck. Really suck. “On Up, the only thing to stay the same from the start was the bird and the word Up”.
He went on to talk about how the best people know how to rip up months of hard graft and start again if it’s not working and how there has only been one film when the reset button was not pressed (Toy Story 3 for the record). He concluded that “failure isn’t a necessary evil. It’s not evil at all, but a necessary consequence of doing something new”.
Ed went on to describe Pixar’s ‘Braintrust’. Basically a steering committee, but one where absolute candour and a shared investment in success, ensure that even the gnarliest problems are worked through and solved.
And what made him most proud? Not Toy Story or Frozen, nor the awards and the revenues, but how his people react when things go wrong. Like for instance an employee accidentally deleting 90% of Toy Story 2 during production. Two years work by 400 people gone and the back-up failed (you’ll have to read the book to find out what happened).
Another topic he warmed to concerned people and process. “Give a great idea to a poor team and they’ll screw it up. Give a poor idea to a great team and they’ll either fix it or throw it away and start again”. People trump process every time. His barometer for how a movie is progressing? Not the quality of the work (it will probably suck, see above), but the spirit in the team producing it.
And it was a person not a process that Ed talked most passionately about. No-one worked with Steve Jobs longer than Ed Catmull and he was clearly moved when talking about the compassionate side of Steve that never made the biography. Ed finished with an observation that was pure Steve Jobs: “Making processes better and more efficient is a vital task, but it’s not the goal. Excellence is the goal”.
11th April 14
Author: Ben Shaw, Social Strategy Lead, BBH London
Last month, BBH London sent 11 lucky people to Austin to discover the latest innovations that tech, film and music had to offer. Amongst the BBQ, beer and banter, they managed to find a bunch of insights about the advancement of the human race. Topics like this may only truly be delivered under a desert sky with smoked meat and a pale ale, but in an effort to distribute our learnings to a wider audience we’ve tried to distil them down into some slides (below). We looked at three topics that we think are vital to our future – as an agency and as human beings. Enjoy.TECHNOLOGYCREATIVITYPEOPLE
9th April 14
Another in our intermittent repostings of our monthly tech column written for Marketing Magazine. This one on why Beacons, specifically Apple’s iBeacon, might make all that proximity marketing jargon simple and actually usable. The original article appeared here on 31.03.14.
Talk of frictionless mobile payments and proximity-based targeting has felt a little like waiting for jetpacks. We’ve all seen the diagrams of the device in our pocket sensing information from the environment around us with magical accuracy and we know it’s technically possible, but there’s been little sign of it actually happening in our daily lives.
The phrase ‘proximity based targeting’ may not make your pulse race. But forget for a moment the clunkiness of a QR code or the basic act of swiping a card over a sensor using NFC technology (NFC tends to be capable of simple transactions only) or location-based services like checking in on Foursquare (GPS-enabled, so not fantastically accurate, particularly indoors).
Instead, say hello to iBeacon. Unveiled by Apple last year as part of its iOS 7 launch, iBeacon is described as “a new class of low-powered, low-cost transmitters that can notify nearby iOS 7 devices of their presence.” And use that physical proximity to pass data. In Apple’s case the ‘phone (from iPhone 4 onwards) is also a beacon in its own right, capable of transmitting information not just receiving. Google is also coming up fast with beacon technology, baking it into Android 4.3.
Two things make this particularly interesting for marketers:
First, the fact that the beacons use Bluetooth LE (low energy), so succeed in delivering greater accuracy than GPS, whilst also draining less precious battery power. Suddenly we have the data transfer capabilities of Bluetooth, accurately pin-pointed to your exact location, now possible for a viable period.
Second, the data transfer is passive and immediate: it seems we’re finally at a point when devices can talk to one another without us needing to do the work.
Two commercial applications (and watchouts) to think about:
1. Enhanced experiences
For gigs, art galleries, stadiums and parks, strategically placed beacons allow users to pick up information about the history of a location or the background to a painting in a gallery, say, just by having their phone to hand. The exhibition owner in turn picks up useful information about where there are hot spots, blockages or dead zones. At SXSW in Texas this year, for example, the conference’s official mobile iOS app used iBeacon to send users information about the individual sessions they were in. Obviously the trick here as app developers is to judge the messaging content and velocity very carefully, ie do not spam people.
2. Next Generation Retail
iBeacon can work in a number of ways to change and improve a retail environment (beyond simply welcoming or issuing a coupon on arrival), for starters:
- Act as an “indoor GPS” system helping someone find the product they’re looking for
- Map where the best deals are for them, based on their previous shopping habits or perhaps the time of day/week
- Develop location-specific offers, like Macy’s are doing in the USA in partnership with Shopkick, where offers are dynamically tailored to customers based on where they are in the store.
- Beacons also make mobile payments faster and easier. Paypal are bringing out their own beacon, allowing users to make hands-free payments. The issue to overcome in the early days will be behavioural: we humans are used to physically exchanging something for goods.
And then there are the implications for out of home advertising, on-premise, not to mention peer-to-peer and our future digital identities. As marketers this is a way to rethink how we design user interactions. Fundamentally, this technology has the potential to change how we interact with the world, not just how we shop, and it’s closer than we think.
10th March 14
Posted in Experiments
We’ve closed the garage door on our first experiment of 2014 over at thinky.do and there’s a post about what we learnt about bitcoin from our Open Wallet Experiment there. A few weeks ago we went public about our rebooted approach to experimentation, so what have we learnt about learning one month on?
First off, constraints are both good and bad, or, more accurately, helpful and limiting. We set ourselves the goal of thinking up and launching an experiment, in public, in a 4 week period. And, Yay us, we got it out of the door. Just. We might have had a better conceived, better executed experiment if we’d given ourselves more time, but we might also still be in idea generation phase, filling up whiteboards with hypotheticals and possibilities instead of results and learnings. We did it, it’s done, onto the next doing.
Second, the subject of the experiment. The extended Labs team were absolutely certain that Bitcoin was the right subject for our first foray. Everyone was talking about it, none of us understood it properly, this was our chance to learn. And learn we did. We now know how to buy it, look after it and spend it. We’ve also learnt that bitcoin is a hard thing to think about and a difficult tool to use for experimental purposes. Getting to grips with bitcoin took time and the technical restraints meant several ‘pivots’ before the Open Wallet Experiment got out there. And while we’re not bitcoin billionaires, we’re in a better position to talk to clients about the benefits and drawbacks of cryptocurrencies than we were in January.
And lastly, how we work. We couldn’t have done anything without help from a number of people. Colleagues in BBH, partners outside (particular thanks to the guys at MediaMonks for talking us through bitcoin practicalities), people who emailed and commented on the blog and our G+ page, all helped tremendously.
And so, on to Experiment No2. Trying to remember what we’ve learnt already, and not forget that each month we’re starting over, all over again.
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’)
27th February 14
Posted in People
Author: Aran Potkin, Senior Brand Strategist, Zag
BBH Zag is the ‘branding agency that ventures’ within the BBH group. At Zag, we work with both large blue chip brands and exciting start-ups, offering our clients brand strategy, visual identity and user experience design.
We are looking for a strategist to join our small senior team. Working within the strategy team you will have the opportunity to lead projects from the outset, working closely with senior team members and managing junior strategists. This is the perfect opportunity for an ambitious, entrepreneurial agency strategist looking to accelerate their career.
A Zag Strategist is a hybrid – an agency professional who can lead strategy while also managing the client and account. They will lead branding and innovation projects and create solid, differentiated brands for everything from start-ups to global businesses. They will oversee the entire consultancy project, working with the Zag design studio to bring those brands to life and writing marketing and communications strategies for launch. The strategist should have a creative, entrepreneurial spirit with a good knowledge of strategic models and processes but the ability to push the envelope and generate new ways of working and approaching briefs. We are looking for an innovative thinker with bags of energy and ambition.
Specific experience & responsibilities:
- 3+ years in strategy at a brand consultancy or design agency
- Demonstrated experience with and in-depth knowledge of digital strategy, UI and UX
- Ability to lead teams and manage projects as account/project manager
- Comfortable with clients and confident to manage the day-to-day relationship
- Experience planning, commissioning and leading consumer research (both qual and quant)
- Understanding of and appreciation for the design process – able to write clear briefs for design and work closely with designers through creative development
Who we’re looking for:
- Someone with a passion for brands and branding, bags of energy and ambition
- Entrepreneurial spirit – ready to pitch in at any level
- Creative thinker and problem-solver
- Energetic with a positive, can-do attitude
- Clear, articulate communicator
- Commercial awareness and interest
- Ability to work collaboratively within a team
- Digital fluency – many of the start ups we work with have strong digital DNA
If this sounds like you, send a cover email and your cv/resume to firstname.lastname@example.org.
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 :-/
21st February 14
Posted in Creativityforgood
For a few years now, BBH has supported The International Exchange, “a leadership development programme that combines the expertise of corporate communications and the needs of NGOs to create positive sustainable change.” BBH signed up in 2010, you can too. For more background, check out our interview back in 2010 with TIE’s founder, Philippa White, here. This year’s BBH candidate for TIE was Nicolas Jayr, whose fundraising efforts were something of a phenomenon – you may remember this and this. This is the story of how he put those funds to good use.
Author: Nicolas Jayr, @nicolasjayr, BBH London
The coastal city of Recife in Brazil is home to 1.5 million people and is soon to become a World Cup host city. It is also home to hundreds of homeless children living on the streets, who are exposed to drugs, gangs, prostitution and violence.
However help is at hand. Grupo Ruas e Praças is a Recife based NGO fighting to help children and adolescents on a daily basis. Using tailored arts and cultural projects, they infuse the children of Recife with a sense of self-determination to help them build positive lives off the streets.
Together with Klaus Thymann, a Great Guns film director and photographer, I travelled to Recife via the T.I.E. initiative (The International Exchange) in November 2013. Working with local creative agency Melhor Communicação we developed a communication strategy to give NGO Grupo Ruas e Praças the voice it deserves to raise awareness of the reality in the streets of Brazil.
The campaign #TEMVIDANASRUAS (‘There is life in the streets’), shot over 4 days with actual street kids working with the NGO, paints a picture of hope by showing what Grupo Ruas e Praças does in giving the children the attention and support they need. The campaign, featuring a short-documentary, visually striking posters and a new site developed locally, gives the audience a chance to see Recife’s street children in a different light – capturing their courage, talents and genuine dreams.
A lot of people who read this blog contributed their time and money, so we wanted to say a giant public thank you to all of you and our partners by sharing the work here that you helped make possible.
The project was part of The International Exchange (T.I.E.) program, a social enterprise that brings together the world of communications and NGO in developing countries, to which BBH partners since 2010, and was funded through the City of Good (www.cityofgood.me) initiative that Nicolas created to raise money for the project at BBH. Production was supplied pro-bono by Great Guns and Glassworks and renowned American producer Diplo, who has strong ties to Brazil and its favelas through his ‘Favela on Blast’ projects, and who provided the genius soundtrack.