Albert Einstein knew a thing or two about problem solving.
He once said, that if he had one hour to save the planet, he’d spend 59 minutes defining the problem.
And one minute resolving it.
We work with clients upstream – at business, category or brand level – often to find the right problem.
We’re able to talk the language of commerce, audience, analytics, market and competition (and to understand them) so we can get to the nub of the issue.
Through this understanding and a relentless curiosity, we find the right problems to apply our creativity to.
Lennon and McCartney didn’t divide up roles and responsibilities.
They didn’t follow a rigid formula where words followed music, or vice versa.
One wasn’t solely the lyricist, the other melody maker.
We see our whole process as creative, not just the part traditionally labelled as such.
By applying strategic and design thinking to business problems, we create more disruptive strategies and can visualise the possibilities.
Working in tandem, not as part of a step-by-step, sequential process.
Open water was a dangerous place for allied ships during the first world war.
It was impossible to sufficiently camouflage all ships in all conditions at sea.
So Norman Wilkinson did the opposite.
Borrowing from modernist art, he devised a way to optically distort the appearance of each ship, to confuse the enemy rather than conceal.
Innovation lies in taking something that worked over here and using it over there.
We actively deploy our strategic and creative expertise across a deliberately wide range of business sectors.
Each one benefits from our experience in a seemingly unrelated area.
Liverpool Football Club is synonymous with its all red kit.
But it wasn’t always that way.
In 1956, Bill Shankly – their revolutionary leader – made the switch from white shorts and socks to all red ones, to match their jersey.
Sending out a visual message to reinforce the changes he’d made to their training ground, training methods, footballing philosophy and ambition.
A move intended to amplify these changes and get people to sit up and take notice.
And in doing so intimidate the opposition, inspire the press, captivate the fans and motivate the players.
He’d brought his vision to life so people could see it, understand it and get behind it.
We turn breakthrough thinking into real world outputs that fuel action and drive change.
David Bowie was one of the most original artists ever.
He preached the idea of always going that little bit further.
Further than you feel you’re capable of.
Go a little bit out of your depth.
“And when you don’t feel that your feet are quite touching the bottom, you’re in just about the right place to do something exciting.”
If you feel safe in the area you’re working in, then you’re not working in the right area.
Take risks; push yourself; and be brave.
Making a movie is tough – everybody needs to pull together towards the common goal.
Egos are best parked: the cast, crew, producers, writers and director need a shared understanding.
If filmmaking were a solo pursuit, then no writer would hand their materials over to a producer or director again.
We create and build ideas through collaboration – just like making a movie.
Building multidisciplinary teams around the problem, only collaborating with the best in the business.
And clients are integral to its success, as part of that team; as are their in-house creative teams.
We involve the right people in the process, ensuring everyone’s expertise is maximised.
Google Search was in beta for more than a year.
Netscape put their efforts into an official release.
Google understood the importance of getting their best current thinking in front of the end user.
And of promising that something even better was on its way; Netscape didn’t.
We like to get on and start stuff, staying in perpetual beta – remaining open to new ideas and iterations.
For us the launch is the start, not the end.
We don’t just hand things over, we stay with you: watching, learning and refining along the way.