Creativity, bravery and the need for agencies to adapt to the challenge of technology

Abstract

Purpose

The purpose of this paper is to address the relationship between organizations and their communication agencies. The paper argues that the relationship is symbiotic; both parties have to understand the importance of adapting their engagement with one another, especially if they hope to produce brand work that is impactful for target audiences and highlights the value of good communications and marketing to leadership.

Design/methodology/approach

The views expressed in this practice paper are based on the author’s extensive experience in the communications sector in the Middle East.

Findings

The paper highlights the importance of human creativity in communication campaigns, the need for bravery in marketing communications, and the need to adapt to technology. The best client/agency relationships combine the right degree of closeness and distance that allows agencies to be passionate advocates for the client while also being honest on stakeholder reactions. But, honesty requires courage. Telling a client what they need to hear and putting aside the fear of upsetting those who pay the bills in the search for the most effective creative idea takes nerve. Finally, the greatest change to the practice of communication is technology.

Originality/value

Although the relationship between clients and their communications agencies has been a topic of interest, much of the focus has been on the bottom line. This has been attributed to multiple reasons such as increased digital focus, or a belief among many brands that developing in-house capabilities provides better returns on investment. This practice paper addresses the agency–client relationship from a different perspective arguing for a symbiotic relationship built on creativity, honesty, bravery and the need to adapt to technology.

Citation

Abdulkarim, J. (2018), "Creativity, bravery and the need for agencies to adapt to the challenge of technology", Journal of Communication Management, Vol. 22 No. 4, pp. 490-493. https://doi.org/10.1108/JCOM-06-2018-0053