Don't write a creative brief.
I've never impressed a creative director with a creative brief.
I've back-rationalized more strategies, insights, propositions than I'd like to admit.
The most effective campaigns I've worked on have always been off-brief.
It didn't take long before I starting questioning the value a creative brief-- writ large.
So, I stopped writing them (more later).
There are three inherent flaws in the "classic" creative brief.
First, it implies a one-way, sequential creative process
The planner first writes the brief and then briefs the creative who then comes up with the idea.
A baton is waiting to be passed.
A strategy is waiting to be translated into something 'more interesting.'
A creative is waiting to be briefed before their work can begin.
The second flaw is the creative brief's burden to 'inspire' creatives.
With such a burden, creative briefings become tacit standoffs between a planner who's breathlessly trying to dazzle a creative with all the work/research/thinking he or she's done and a stone-faced creative sitting armed crossed, refusing to be impressed because that would somehow admit that a planner did/found/wrote something he or she didn't already know. Egos stand at attention.
The third flaw is that the world has simply become too complicated for a static, one-page brief.
There are too many channels that need to work together.
Too much data that needs to be considered.
Too little control in the chaos of social media.
To distill all of it down to something that arbitrarily fits 'one-page' sets the work up for failure. (Or, at minimum, a 7-point font fiasco).
And, more importantly, the fixation on utter conciseness misrepresents the way most consumers experience creative work in real life.
That is, mostly unnoticed and when noticed, diffusely and subtly across intertwining time and channels. Then deeply buried in memory until an unprompted need arises grasping for a solution.
A classic creative brief aims at the urgent end without seeding the ignored beginning or nurturing the plodding middle. With only 'one-page' of space-- it has to.
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Don't write a creative brief.
Write a creative contract.
Have a think and quickly offer it your creative partners.
Have open conversation
Interrogate what's important-- together.
Disagree.
Be ready to be wrong.
Then, and only then, write it down.
This isn't the planner telling the creative what to do.
This is a codification of a conversation.
An agreement of what collective hunch needs to be further explored.
A deal stricken between planner and creative of where to start.
It's not one-page trying to do everything, but a formalization of future codependency
It can change.
It's supposed to change.
Talk more-- update the contract.
The best work happens by dialogue
Write a contract.
Kill the brief.
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Strategist, Writer, Life Coach | Here to unlock magic & rise
2 年Philana Woo stuff we have discussed MANY times...
Head of Global Strategy Group at Cheil Worldwide
2 年Cool approach. I think of my brief as a creative idea that dares the creative team to top it or match it. If they come up with a better idea, I'm happy, and if they can't and go with my idea, I'm also happy. Most important thing, be happy.
SVP, Omnichannel Marketing | Marketing Nerd
2 年I like it. If I were to simplify it down to simple actions, it sounds like: (1) simply talk to the creative team BEFORE writing the document. (2) were it in ‘pencil.’
Chief Creative Officer at Bespoke Post
2 年Nice one. Problem 2 is especially frustrating because it often makes planners complicate things unnecessarily just to satisfy the expectation of "outside the box" thinking.
Freelance Strategy Director
2 年Provocative! While I broadly agree (and certainly hate writing them) sometimes distilling a challenge down to a single page, or god willing less, is extremely valuable. The creative process as relay race is certainly dead. But perhaps there’s still a place for the brief to be the baton—judiciously wielded, of course.