Creativity and Innovation from Data

Creativity and Innovation from Data

In an era of ever-increasing consumer freedom and consumer co-creation, the democratization of media, interactive experiences, fast speed and high complexity of always new trial and error (product) concepts, a major sweet spot for successful marketers lies in the intersection of human creativity and digital mastery.
Creativity and innovation from data drive the more intentional narrative.

Beef Up The Innovation Process

Leading brands will use technology, data, and algorithm-driven models to beef up and to complement their innovation processes. In an economic and cultural setting where six months are already considered as a lifetime, it’s crucial to have your technical and human dimensions tightly interwoven to be able to keep innovating, updating, and optimizing quicker and more impactful than your peer group.

Improve Digital Approach

Let’s take as an example US sports and clothing company Under Armour, which is facing pretty stiff competition from its two major rivals, Nike and Adidas. Digital and data management made them rethink how to approach creativity and marketing. They have changed their process and start now with consumer insights and then try to develop unique experiences. One significant outcome of it was the brand’s 2016 Olympics campaign when it outwitted competitors without having been an official sponsor with a large marketing budget. Still, they were fully compliant with the IOC’s Rule 40 restrictions. Under Armour’s superb “Rule Yourself” campaign didn’t contain any Olympic intellectual property and nevertheless was the second-most-shared Olympics ad in 2016. The brand also ran live events, used emojis congratulating some winners, etc. According to Amobee, digital-content engagement around Under Armour on Twitter has increased by 83 percent since the start of the Olympics.

Culture of an Idea

More than ever, a principal 2019 responsibility of marketing leadership is to create a mindset, framework, and culture of innovation based on the willingness to become a data-supported idea and creativity factory. In this respect, organizations can learn a lot from agile and bold startups. That’s why I have difficulties in understanding Coca-Cola’s most recent decision to shut down its Founders Program under which the company supported young startups. One might hope that with the new CEO, they re-evaluate that decision and understand that it takes time, rigor, and actual senior management backing to integrate entrepreneurial ideas and energy across the corporation.

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