A la faveur de la découverte du nouveau site de BETC, on découvre le dernier rapport Prosumer, sur le futur du genre.
De nombreux paradoxes y sont pointés, notamment celui de la régression de la perception de différence entre sexes sans pour autant voir le fossé salarial – entre mille autres variables – se réduire. Mis à part dans quelques pays émergents conservateurs, tout le monde – ou presque – concède que le genre est indissociable des compétences, que les enfants ne devraient pas être éduqués en fonction de leur genre, que les inégalités salariales sont odieuses. Pourtant, ces sujets progressent lentement.
Finalement, c’est le sujet du genre qui semble peser et poser problème. Est-ce que la fluidité du genre est la solution pour se libérer de ces discrimination profondément ancrées dans nos cultures ?
Face à cette situation archétypale du hiatus qui existe – souvent – entre comportement et attitude, changer de braquet est peut-être la solution.
On entend de plus en plus souvent – notamment dans les universités – qu’à laisser les gens décider de leur genre, on pourrait totalement dépasser le vieux clivage hommes/femmes (cf. cette université australienne ayant laissé ses étudiants se définir pour parvenir à un résultats de 57 genres différents).
Et si le genre était un débat aussi caduque que la gauche et la droite?
5. During the 9/11 WTC Attacks, Fox News added a news slider that crawled at the bottom of the screen to give updates. It was so effective that other news channels began to implement it even to this day.
6. The Jamais Contente was the first road vehicle to go over 100 kilometers per hour was an electric car in 1899 (in France).
When Benjamin sent me this article, it immediately gave me the idea to write the opposite, aka. a planner’s life from media to creative agency (I’ll know refer to it as “message agency” for it’s judgmental). Since it’s also nearly three months into the new job, here we are.
As for Northern Planner, opinions were divided when I left Naked for MediaCom. For me, it was then very clear. Coming from a company bred by media culture, I needed to appreciate by myself how things operated within a world criticized on a daily basis during my short but amazing “media neutral” time. Convinced that media agencies were long behind their message peers, it was obvious that quick wins and smart nudges could help generate interesting outcomes for clients.
Oh boy, I was delightly wrong.
Not only I joined an amazing company – 3rd largest network – but my ass was kicked by the efficiency of the methods employed: people, tools, ideas, culture and processes were blazing. Once fearing the industrial culture media agencies weren’t shy to promote, I embraced it as a leveraging opportunity to go further and faster.
Since media budgets are often hold by single boutiques – even more if the account is global – we had access to whole plans and investments, offering a unique 360 view on gazillions of touch points. We therefore had access to a lot more expertise to (try to) answer various questions. These mega budgets are also making it quite easy to test and learn: 5% of 5M euros are huge.
From a job perspective, planner mission weren’t that different. We were sparring partners of accounts, helped digest foggy briefs and worked with comms planner / connexions planners – the creative dudes from there – to make the most of it.
You can either judge two parties following difference or parity points. As for everything else, there’s much more resemblance than dissemblance between media and message agencies: lots of questions unanswered, new stakes at play, new jobs, talent management, new revenue stream… It’s basically the same.
Now I couldn’t tell it’s not exciting to do more or less the same job within a creative agency. To begin we’re not exactly connexions planners but engagement planners: our job is to help brands get in touch relevantly with people, aka. our definition of the engagement, broader than a few stoopids KPIs. Firstly, it means that we don’t separate messages and touch points. Secondly there’s a vision of the kind of attitude brands should have towards people. We’re therefore not defined by our tools but by our vision.
At BETC, we can feel an obvious freedom and a creative culture boasting us to invent great things. Touch points expertise are almost as good as in media agencies, except for the buying, which makes perfect sense considering how the digital merged message and media. Working with clients worldwide, message agencies can’t afford not to provide this kind of expertise.
I think we’re on the right track. A curious postmodern move reuniting once bros now frenemies agencies.
Two talks dealing with one point: no matter what you say, the quality of a strategy will always be gauged thru execution.
First point of view from planner Ana Andjelic explaining how strategists have to cope with real life problems to help brands create sense and utility.
It’s worth noticing that she opposes brand planner and engagement planner* from a problem solving perspective. The first starts from the brand and digs for brand driven insights where the second starts from the users and look for brand neutral insights. Top-down vs. bottom-up.
Another point of view coming from the adored Mike Bracken (Exec Director of Digital in the UK Cabinet Office). The guy behind the unified digital platform of UK government explains how the greater the problem is, the sooner you have to deliver something.
Around 7′: deliver first, strategize later. Couldn’t agree more. It’s not post-rationalisation. Delivering is pre-rationalization, either you’ll probably fail. One former client leading an IT firm once told us that worldwide, 2 of 3 IT initiated projects never saw the light because of delivering issue.
Let’s stop wanking and roll up our sleeves.
*For those who don’t remember, here is a great explanation of the difference between brand planning and comms/engagement planning (I hope this deck will be soon replaced by ours at BETC):