One of my big quarrels in my professional life is how clients/bosses want exposure to creative process but can't really handle it, if it's anything but linear, which, in actual reality, it never is.
Going through the creative process without exposing the bossman to it and then playing "creative process theater" for them is a solution to the problem, because the theater caters to their unrealistic expectations, not to reality.
But, the more tightly controlling they are, and the shorter the reporting interval, the more difficult it becomes to execute on this charade. This is particularly poignant, because the point applies not just to ad agencies and design work, but also other types of creative endeavor like software engineering. I really pity the wretched souls having to do daily standups, who end up getting caught in the crossfire there.
In particular: Bosses have unrealistic expectations of what creative process looks like. Those unrealistic expectations get reinforced because so much of the creative process they witness is "creative process theater". And then the poor soul who finds themselves in a situation where they have no other choice but to expose their boss to real creative process obviously can't deliver on their boss's expectations.
Most bosses have never gone through the creative processes that are being discussed here. Or if the boss did it for bread they won’t know how to apply the process to cars. A corporate rebranding is done many times by an agency but once or twice, ever, by the individuals on the client personnel. The boss who knows how it’s actually done will get less theater than the uncertain or over-eager boss who’s doing their first agency rebrand. And, sometimes, the marketing exec is party to the theater because they know a straight up offer to their upline won’t get accepted.
Put another way: I’ve done rebrands for agencies themselves. They’re still prone to the errors even though they know how the sausage is made. It’s an innate human tendency.
And btw — nothing is pretty. Branding, marketing, coding, project management, budgeting. It doesn’t have to be bullshit, but process is not often going to be pretty.
One of my big quarrels in my professional life is how clients/bosses want exposure to creative process but can't really handle it, if it's anything but linear, which, in actual reality, it never is.
Going through the creative process without exposing the bossman to it and then playing "creative process theater" for them is a solution to the problem, because the theater caters to their unrealistic expectations, not to reality.
But, the more tightly controlling they are, and the shorter the reporting interval, the more difficult it becomes to execute on this charade. This is particularly poignant, because the point applies not just to ad agencies and design work, but also other types of creative endeavor like software engineering. I really pity the wretched souls having to do daily standups, who end up getting caught in the crossfire there.
In particular: Bosses have unrealistic expectations of what creative process looks like. Those unrealistic expectations get reinforced because so much of the creative process they witness is "creative process theater". And then the poor soul who finds themselves in a situation where they have no other choice but to expose their boss to real creative process obviously can't deliver on their boss's expectations.