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Your name on a Tube roundel. You gotta love that.

Apropos of nothing at all, I just heard you on the BBC - not sure what programme it was; must have been a repeat. Anyway, just thought I'd say that I thought you did well - equable but interesting. I had a bit of a hey-I-read-his-blog moment, which doesn't happen often. Quite a good moment, actually.

I have been frequenting your blog for about a month and I'm learning a great deal from you. I've enjoyed your traveling lessons on YouTube as well. Thank you.

thanks barry, you're very kind

What's wrong with preparing students to work at JWT 1986, when JWT 2006 hasn't really changed in the last 20 years? OK, not in terms of interior design, as we have seen numerous pictures of management in boiler suits wielding sledghammers as they procede to "Knock down the walls!" But in terms of methodology, little changes. Yes BDA's continually pay lip service to whatever is the flavour du jour, before quickly moving on to the next big thing. As the business is increasingly run by the bean counters of the four conglomerates, all public companies, all intent on making next quarters numbers, we will end up working in a giant Draft/FCB where the "Global Creative Director" is proud to point out that the reason they won the Wall-Mart account was because they offered the best ROI. As the CFO of a BDA once said when asked if he was excited about winning a big new account that offered the possibilty to produce great work... "Fuck the work, what about the money?"

"(Good signs include a course that they're going to teach about Curiosity, that sounds like something I’d like to have done.)"

Great post, though I find it kind of sad that we now have to learn about curiosity in college.

Thanks for reminding us why we wanted you here in the first place...turn heads, make people reimagine. It's hard to do with curriculum and courses and the like, but it's doable when you have bright people in to shake it up. You shook.
We'll post a status report to you and your fans. Let's see what we can do, then sustain. And I think the sign stays on the steps for a while...

Great post and great course idea. To answer some of your questions, I think the biggest barrier selling in Adcenter is that many of the managers are MBA's themselves and go back to recruit at their old schools. It's kind of like the Milk Round (under-grad recruitment in the UK). Some other ways in might be to target the HR person in charge of MBA recruitment first, find an ex ad exec who's gone client side, or simply avoid traditional MBA recruiting grounds entirely. Frankly, the latter may be a good option: big US companies (expecially FMCG ones) may not be ready for creative brand managers because that job is still as much a financial management one as a truly strategic job.

I think a couple of those brand manager kids placed in the finals of the Innovation Challenge beating out over 400 teams from the best MBA schools in the country.

I would def leverage that and the best advice I can give is to find clients that understand how the industry is changing and are willing to take risks because those are the people that you will want to work for anyways coming out of school.

And to answer your last question, they shouldn't be looking for you, you should be seeking them out. Get them excited about the new track that you are in. Start networking now, it will help when you graduate.

i believe a good planner (or a good creative generalist) must have a natural sense of curiosity. i'm not sure if it should be taught to you, but if you're not curious, you shouldn't be in the business.

I may just be a third-year art student at UO (simple caveman), but this seems to be an accurate analogy to what's going on:

Ad Industry is to X as Detroit is to Honda.

I suspect (based on very little) that the current industry really is supporting itself on things like alma mata hiring and 1986 methodology. Two questions emerge: What is X? How much more time is left before the bubble pops?

I think X will be an fine art student who has the capacity to run a budget, be on time, shower people with positive attitude and ideas, and handle (or bypass) paperwork. X will manifest as 3 or 4-person firm/groups that make tons of money for small clients by being more culturally curious than Ogilvy himself, generating thousands of ideas per minute, and getting them made just as fast.

I don't know when the bubble pops. Maybe soon, maybe not for another 20 years.

So says this little voice.

I think the bubble is about to burst.

Detroit is a good analogy.

Every week the Economist has another story about how much money Detroit is losing.

People still want cars, just not the way Detroit wants them to want them.

People still want ads...

I think the whole changing of the industry is interesting. I have stolen an article from Fast Company that talks about the change in technology and a particular formula that I think can be utilised across everything

The decrease in money being made in Detroit. Is what they deem 'Crisis Point'. I guess we are still waiting on that crisis point in the ad industry as clients still pay us for the old way.

Russ, love your thoughts on creative generalists and also how that works within marketing teams. Maybe one way to market adcenter is to look at a few of the brands / companies from within Adam Morgans 'Pirate Inside'


as these are companies or groups within these companies utilise this mentality. They also have examples that have worked and people within the industry look up to them. Get them involved with events and talking about the tactics learnt at the adcenter. Maybe even get one to say 'I wish I had gone there. Wouldve made the first few years easier'

Just scanning though this one, and having just come from a client advertising across lots of media, and creating its own content, the CBM idea is a great fit for new biz models.
To answer a few questions...
I used to love having kids come in on work experience/internships, because they've got no baggage. This project is preparing students without baggage who've got opinions - a killer combination to shake you from your rut.
Selling the CBM therefore has to focus on what they can offer;
Young people who give you an insight into their world and help you measure your performance in targeting people like them.
Which client wouldn't want an eloquent, low cost opinion former on tap to throw things at for a few months.

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