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ShaperPlaybook

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ShaperPlaybook

  1. 1. PLAYBOOK
  2. 2. DUC TION IN1. .. -. - .-. --- -.. ..- -.-. - .. --- -. TRO In 2013 DDB Group Sydney launched °shaper, an innovations initiative that aims to create social value and build brands around products, platforms, or services that solve unmet human needs or problems. There are three key reasons for the creation of °shaper: 1. We have a desire to regularly reinvent our business model so we can evolve with client demands and continue to diversify our offerings within the group. It also allows us to explore new outlets for our creativity and potential revenue streams. 2. Innovation has never been more important to the communications industry and as a leading communications group, we were keen to identify a means for us to foster innovative thinking in a way that allows us to increase the rate of innovation. We believe that a different operating system is required to deliver this, so we decided to create a lab-type unit that was free from day- to-day challenges that can hinder the creation of innovative solutions. We looked at best practice from around the world – spoke to people at Google Labs, BBH Labs, Capstone etc. and looked at what approach would serve us best. However, that’s not to say °shaper is separated from our day-to-day offering, it needs to be open and accessible to the wider agency group so that we can develop a virtuous relationship which benefits our core offering. We firmly believe that the learnings and new way of thinking that °shaper will harvest, will be transferable to our culture, core business and ultimately our clients. 3. Leaving a legacy of contribution and creative innovation is what DDB does, with our interest in using our skills to add social value hailing back to our founding father, Bill Bernbach. There’s one particular quote from Bernbach which illustrates perfectly why there is a role for the likes of °shaper: 01
  3. 3. ALL OF US WHO PROFESSIONALLY USE THE MEDIA ARE THE SHAPERS OF SOCIETY. WE CAN VULGARIZE THAT SOCIETY. WE CAN BRUTALIZE IT. OR WE CAN HELP LIFT IT ONTO A HIGHER LEVEL. BILL BERNBACH -... .. .-.. .-.. / -... . .-. -. -... .- -.-. .... Hype video http://tinyurl.com/shaperVIDEO Shape a better society, one brand at a time To provide social value to real human problems through brand-enabled solutions Vision Mission INTRODUCTION 02 12
  4. 4. PER WHAT 2. .-- .... .- - / ... .... .- .--. . .-. SHA IS... ...AND ISN’T
  5. 5. generates social value nimble inventive / entrepreneurial new conversations scouting skills-staffed team based on needs start-up solutions financially motivated faster to market recycling ideas proactive hothouse for current client problems fielding a rewards program for employees technology R&D department What it is What it isn’t BRAND PURPOSE SOCIAL VALUE °SHAPER WRAPS BRANDS AROUND SOLUTIONS THAT DELIVER SOCIAL VALUE TO PEOPLE WHAT SHAPER IS AND ISN’T 04
  6. 6. .... --- .-- / ... .... .- .--. . .-. / .-- - Where our regular agency work starts with a brand or business problem from one of our clients, a °shaper project starts with a human problem or need. A new °shaper project is launched 4 times a year following a call for entries asking staff to submit specific problems they encounter around a certain theme in life. A problem is sourced from the submissions, and a project team is assembled from within the group based on interest and skills. In collaborative working sessions, joined by external experts, community and law enforcement leaders, the team develops solution concepts, going through a process of building, measuring and learning – all without the involvement of clients or brands. This incubation phase of a °shaper project runs for approximately 10 weeks. At the end of this period the °shaper project team is expected to be able to: • prove the viability of the product, platform or service, in terms of addressing the problem and appeal to potential end-users or customers. • demonstrate a viable business model that can sustain the solution. At the end of the incubation period the viability of both product and business are presented to sr. agency management and the core °shaper team. Following this presentation a decision is made whether the project has the potential to live beyond the incubation phase and further investment in the project will be made. Once a concept proves to be viable and a sustainable business model has been developed, we then either partner with brands or organisations to take the solution to market, or we find investors and create a new brand ourselves. The outcome of a °shaper project can be a product, a platform, or a service. The solution can either work on an individual level, on a group level, or on a community level. The briefing compass is used to focus the brief and steer the solution development process: For a more detailed explanation of the process please refer to page [enter final page number] 10 wks community group individual product platform service Brief Scale Solution Internal presentation to board Presentation to partner/ investor Launch in market X wks Y wks How °shaper works WHAT SHAPER IS AND ISN’T 05 1 2
  7. 7. .... --- .-- / ... .... .- .--. . .-. / .. .. This visual illustrates how – as part of its objective to cultivate innovation in the agency - °shaper is positioned as part of the 10% segment of work that’s described by Eric Schmidt (Google, 2005) as ‘things unrelated to the core business of the company’. 70% of the work is described as ‘doing what we do’ (or core business tasks, or ‘safe’ content). Translated to the advertising agency situation this means that both the output and the outcome of the brief are defined in terms of tasks/deliverables and KPIs. This could be a client brief for TVC or print ad, banners, a product page, etc. In the 20% of work that’s described as ‘doing things differently’ (or projects related to the core business, or innovating on what works well) the outcome of the brief is defined (KPIs) but not the output (tasks/deliverables). So the output of this brief could be anything ranging from a TV ad, a sponsorship or strategic partnership, a branded game, or an integrated campaign, as long as it delivers on the KPIs. Typically this brief should contain a well- articulated business problem. °shaper projects fall into the 10% category of ‘doing different things’ (or things unrelated to the core business, or high risk activities). This category of work allows the agency to do technology-driven innovation unrelated to an existing client, explore new revenue models, partnerships, etc. By nature °shaper projects don’t start with a business problem but with a human problem. At the briefing stage neither the output or outcome is defined. The goal of °shaper is to innovate without disrupting the agency’s core offering (the 70%). By using a little bit of a lot of people’s time we culturally influence DDB into an innovative agency by being innovative. How °shaper is operationalised WHAT °SHAPER IS AND ISN’T 06 Division of work Expenditure of effort Day to day Doing what we do Output defined: tasks/deliverables Doing things differently Output defined: KPI’s Tasks & deliverables undefined Doing things differently Outcome & output undefined Tasks & deliverables undefined Bam Process + Proactive °shaper 70% 20% 10% 50% 30% 20%
  8. 8. .... --- .-- / ... .... .- .--. . .-. / .. .. This visual illustrates the relationship between °shaper, DDB Group, and the wider network. °shaper can tap into group resources, energy, expertise, network, and funds, which gives us an amazing advantage over any other (independent) design or innovation company or tech start-up. At the same time °shaper is giving back to the agency by teaching staff how to use new methodologies and solve problems, by exploring new revenue models (via °shaper-incubated businesses), by building new relationships and partnerships (beyond typical agency-client and agency-vendor relationships), etc. It is the symbiotic nature of the relationship between °shaper and the agency group that makes us unique and sets us apart from other innovation initiatives in the advertising industry. Requirements for success In order for °shaper to be successful, clear commitment from agency management is required: • clear budget allocations • authority of decision-making • time protection • international access • embedded in the agency but with budget to break out of the agency for workshops, inspiration sessions, etc. • access to group resources • ability/permission to fail: “If you don’t have room to fail, you don’t have room to grow.” – Jonathan Mildenhall Where °shaper sits with the group WHAT °SHAPER IS AND ISN’T 07 Agency resources Expertise Network Funding Shaper business Partner relationships Vendors Global Network Partner relationship Vendors Clients DDBInnovation credentials New revenue channels Problem solving New methodologies
  9. 9. 3. .-. . --.- ..- .. .-. . -.. / .-. . ... --- . REQ UIRED RE RCE SOU COM ENT MITM REQUIRED RESOURCE COMMITMENT
  10. 10. ... .... .- .--. . .-. / -- .- -. .- --. We recommend that the core team that drives °shaper consists of 4 people. Together these 4 people cover the following skill sets and areas of expertise: 1. Identifying needs – Articulates the human problem/need that we’re trying to solve through an anthropological understanding. 2. Concepting solutions – Creates the solution through design thinking and concept creation. 3. Doing/building – Drives the overall operations and answers how a solution can be made and improved through process and production. 4. Funding/launching – Answers how a solution can be monetised and taken to market through business plan creation. °shaper management tasks include: • initiating new °shaper briefs • running workshops • overseeing °shaper project teams • liaising with clients • building external partnerships • weekly steering meeting • internal and external PR • communications with agency management • running day to day operations and guarding resource availabilty With an even distribution of workload this should take up around 20% of each person’s time on average. Following the briefing process and the first workshop the °shaper project team is assembled based on the following criteria: • Enthusiasm, ambition/keenness to participate (demonstrated through response to our brief) • Mix of skills: - Personal relationship: at least one person associated to the problem - Strategic vision: a strategic mind but not necessarily a planner - The do-er: a project manager – the one to get stuff done and do the money - An executer: someone who can bring problems to life but this does not need to be defined by position. We are all creative, we can all think but do you take joy in creating the output and realising the vision? Or deciding on the vision in the first place? • Availability • Quality of response to problem • Ability & appetite to work and think in a non-traditional way For the duration of the incubation stage of a °shaper project (8-10 weeks) the average amount of time the 4 team members spend on °shaper is around 20%. Project team tasks are detailed in the process section, please refer to page [enter final page number] °shaper management team °shaper project team REQUIRED RESOURCE COMMITMENT 09
  11. 11. For the duration of the project the core team is supported by additional resources: • Consultants (e.g. social media planner, creative technologist): 76 hrs per project each • Additional resources (developer, designer, UX): 244 hrs per project (these numbers are indicative only and will vary as per the needs of the project) One of the operating principles of °shaper is that by using a little bit of a lot of people’s time we culturally influence DDB into an innovative agency by being innovative. Another operating principle is that °shaper is open and accessible for lots of people. Experience has taught us that many people in the agency want to get involved in °shaper, but not everybody can be part of a project team. Throughout the 10 week incubation period there are plenty of opportunities for the project team to delegate tasks to others in the agency who either have some downtime, or are simply keen to contribute in their own time. Typically tasks like research and testing can take up a lot of time and are easily distributed to a number of people. This helps to keep the workload of the core team manageable, and creates involvement by more people than just a happy few who get to be part of the project team. A budget of $2,000 should be made available to cover out of pocket costs in the incubation stage of each project. This budget should cover: • Venue hire (for workshops) • 3D printing and production of other prototyping materials • Hardware components • Research/testing • Hype video • Etc. Additional project resources Support from other agency staff Hard costs REQUIRED RESOURCE COMMITMENT .- -.. -.. .. - .. --- -. .- .-.. 10
  12. 12. ISE PR 4. ... .... .- .--. . .-. / .--. .-. --- -- OM °shaper is fair and inclusive. If a °shaper project turns into a profit stream for the agency, there will be a financial reward for individual contributors, at the discretion of regional agency management. °SHAPER PROMISE 11
  13. 13. BEN RES EFIT/ ULTS 5. .-. --- .. / / .--. .-. --- ...- . -. / ROI & ROI & proven benefits/ results to date Culture • We now have a proven way to innovate without disrupting our core offering. By using a little bit of a lot of people’s time we culturally influence DDB into an innovative agency by being innovative. • People are now enthused about working and staying at DDB (keeping good talent). • New recruits are talking about it in interviews (attracting new talent). • New clients are referencing in their consideration list (attracting new business). • Diversifying skills and stimulating knowledge transfer (training). Education • Learning by doing, team involved throughout the constant build/measure/ learn cycle. • First hand experience with product design process. • Lean thinking: finding the most cost effective way forward, justifying investment by proving business viability. • Transferring ownership of project to a core team. • Dealing with IP matters in relation to inventing things. ROI & PROVEN BENEFITS/RESULTS TO DATE 12
  14. 14. NIA LS TEST 6. IMO Tom Uglow Founder Google Creative Labs “It’s increasingly important for us as an industry to work in a way that showcases raw talent, retains staff, stretches teams and drives ideas forward; where your ability to dream and modern technology meet. It may not be shaper projects that pay the bills, but they are the ideas that will broaden the industry and in doing so cement our place with in it. Every agency should have a team that can think big and iterate on issues that truly improve people’s lives. Work that your agency will be remembered and admired for when all the rest has long been forgotten.” TESTIMONIALS - . ... - .. -- --- -. .. .- .-.. ... 13
  15. 15. - . ... - .. -- --- -. .. .- .-.. ... Jennie Ko Art Director “I’ve learned so much about user experience/ user journey, branding, and research. Collaborating with new/other people in different parts of DDB has also been great. Working on a °shaper project made me feel proud to be at DDB. I’ve always wanted to put my skills to do something innovative and helpful for the community so working on °shaper project has helped me fulfil that personal goal.” Daniel Ieraci Art Director “While collaboration is an integral part of the creative process, it’s fantastic to be able to open up the type of people we get to collaborate with who bring an array of different types of thinking to the table. Working on °shaper highlights to me the benefits that DDB can bring to the day to day work that we already do. I think it simply highlights that we have an abundance of talent who are able to push great ideas forward when given the chance to and it would be great to see this mentality applied to our existing clients as I believe the benefit to both them and DDB would be enormous. I personally think we should start creating °shaper-esque briefs for our existing clients within the agency with the same open-source-to-everyone model.” Per Thoresson Creative Technologist “I think it’s a great initiative and it deserves more effort. I realise that time is money and nothing is free. But I think everyone involved is learning from working on these projects and are more motivated/excited about coming to work when there is a °shaper project going ;)” Sohail Bhatia Digital Strategy Planner “There are a few things I’ve learnt that were quite good; 1 How to adapt De Bono’s hats to ideation and creative problem solving. 2. Having a variety of minds in a room, (eg planner, creative, developers) helps to create a realistic, doable and creative solution much quicker. Business Canvas and building a business case is another thing that would be a big one for people. It’s great to see these projects being done at DDB.” Riley Bachelor Venture Capitalist / Head of General Assembly / Board member Fishburners “I‘ve spent the last two years trying to connect and help build the start up scene in Sydney through General Assembly and Fishburners. In doing so I’ve seen plenty of businesses set up and succeed and more fail. What excites me about shaper’s approach is the blend of your current strengths with new thinking, processes and outputs. That could be a potent mix if you get it right. It’s the first agency I’ve seen do this right.” TESTIMONIALS 14
  16. 16. ACT CO7. -.-. --- -. - .- -.-. - NT Contact Jeroen Jedeloo +61 2 8260 2620 jeroen.jedeloo@syd.ddb.com Daniel Lipman +61 2 8260 2171 daniel.lipman@syd.ddb.com CONTACT 15

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