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The importance of being not too earnest: Creativity in the boardroom
Journal of Brand Strategy,
9
(2),
123-130
(2020)
Abstract
Strategy has become ever more analytic, digital and data driven. Creativity is often a mere afterthought — only allowed to paint the products or services that were developed analytically. This paper argues that creative masterminds should take their rightful place in the boardroom and inspire companies for more imaginative and successful strategy. With three examples — T-Mobile, Volvo and O2 — we show how creativity can help to set the strategy, define the market and make products better.
Keywords: creativity; strategy; marketing; creative strategy
The full article is available to subscribers to the journal.
Author's Biography
Gordon Euchler did a PhD in management at the University of Cambridge. He was lucky enough to have been involved in developing creative work that won both at Cannes and at the Institute of Practitioners in Advertising and today runs the strategy department at BBDO in Düsseldorf, Germany.
Nils Liedtke is a top management consultant who serves leading brands across sectors on strategic topics including brand strategy and management, growth strategy and marketing spend optimisation. In approximately 15 years at McKinsey & Company he has served 30+ of the 100 most valuable brands in the world on all continents except the coldest one. In addition to his client work, he leads McKinsey’s branding consulting service line as well as McKinsey Creative Studios, a collaboration with creative agencies and masterminds to serve clients holistically on branding challenges.
