Questions to Consider

From Innovationclass

Revision as of 02:30, 16 March 2008

(Feel free to break up the questions further - even singularly if you'd like - but I thought posting our answers under the questions would provide a rough framework for now and make it easy for us to see what question each of us was trying to answer through our post. This will, also, make it easy to see where we are having a hard time answering the questions. Try and keep the questions bolded and your responses not.)

What are their major ideas about who and what they are and what they do and why?

On of Tribal DDB �s main ideas is about the creation of Brand Demand. They say that the best brands of the current, �consumer-controlled era� are those that can attract the consumers to the brand though programs and communications that excite and compel people. Tribal uses its interactive services to play a part in developing Brand Demand for its clients from initial impressions to the actual demand generation, which results in increased transactions and brand loyalty.

Tribal DDB touts �idea� as the king of communication. They believe that the best ideas are novel, but still encompass a thorough understanding of the audience to which they are appealing. Additionally, for Tribal DDB, ideas are worthless unless they produce results for the clients. Ideally, an idea will allow them to utilize the greatest creative capacity of their team to fulfill a client�s goal. Summarized, in the words of Triball DDB, their crux is: �human application of creative excellence in the singular pursuit of RESULTS for our CLIENTS.�

What conflicts do you see between idea and practice? Between intent and execution?

When do their actions reinforce their image and identity and when do they contradict them or fall short?

Implementation? One of the key issues in regard to innovation is moving from idea to execution and then to results. So process is always an important element to consider when looking at innovation, particularly innovation within organizations. It brings to the fore a fundamental question: Can organizations be innovative? And them more questions arise, such as: How do we create and sustain a culture of innovation? What are the enemies of innovation and how do we not allow those to develop within our organization? How do we develop a manageable, functional organization that is still innovative? What is the relation between the organization and the individual when it comes to innovation?

And last, what about goals and evaluation? How do organizations (in your case agencies) know when they are succeeding or not? This brings us to the question of roles that individuals play within an organization and how we evaluate the individual contribution to the overall success of the organization. How will you decide in your groups to evaluate the contribution of individuals within your group? The typical dichotomy is quantity versus quality? What schema is used in the agencies that you are studying?

Answers to Ponder

So, here is what I have found thus far and check out

it is a good site [1]

and some answers of course:

Tribal DDB measures success in both revenue growth and awards they aren't about the medinm they are about the idea, they take a collaborative and borderless approach to serving clients business despite the size of their global network ("collective brain" culture which has led to highly effective and awarded work

Their core values based on creativity and humanity,

Bill Bernbach�s founding principle was that �Properly practiced creativity can make one ad do the work of ten.

I found this on a blog: An empolyee's reaction to Tribal DDB NY Holiday Party 07: "Nothing says management appreciates your hard work and corporate citizenship like jello shots."
(http://technorati.com/blogs/tribalddbnewyork.blogspot.com)