A Year of Reflection
70
A YEAR OF REFLECTION JAN CHIPCHASE | INTERACTION 15 | SAN FRANCISCO 9TH FEBRUARY 2015
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Transcript of A Year of Reflection
A YEAR OF REFLECTION
JAN CHIPCHASE | INTERACTION 15 | SAN FRANCISCO
9TH FEBRUARY 2015
A year of reflection.Lessions learned. Inspiration.
Thinking about the next.
Conversations across the design spectrum.
8 Lessons & Reflections
1
Understand where you are on the learning curve.
THE LEARNING CURVE
THE LEARNING CURVE
CAN DESCRIBE YOUR JOB
THE LEARNING CURVE
CAN DESCRIBE YOUR JOB
ENOUGH PEOPLE FOR A CONFERENCE
THE LEARNING CURVE
CAN DESCRIBE YOUR JOB
ENOUGH PEOPLE FOR A CONFERENCE
7TH YEAR OF CONFERENCE
THE LEARNING CURVE
I LIVE HERE
THE LEARNING CURVE
I LIVE HERE
THE LEARNING CURVE
I HOPE TO DIE HERE
What does your learning curve look like?
What does your learning curve look like?
Where are you on it?
2
2
Longevity versus Impact.
2
How relevant is the work of a creative studio: 40 years ago?10 years ago?3 years ago?1 year ago?
2
How relevant is the work of an individual: 40 years ago?10 years ago?3 years ago?1 year ago?
3
3
The gutter between consultant as change agent
and corporate sell-out is littered with bonuses and
broken dreams.
SOCIAL IMPACT
COMMERCIAL ALIGNED WITH COMPANY
VALUES
SAY
COMMERCIAL ALIGNED WITH COMPANY
VALUES
SOCIAL IMPACT
SOCIAL IMPACT
COMMERCIAL ALIGNED WITH COMPANY
VALUES
DO
SAY
COMMERCIAL ALIGNED WITH COMPANY
VALUES
SOCIAL IMPACT
COMMERCIAL AGAINST COMPANY
VALUES
SOCIAL IMPACT
COMMERCIAL ALIGNED WITH COMPANY
VALUES
DO
SAY
COMMERCIAL ALIGNED WITH COMPANY
VALUES
SOCIAL IMPACT
COMMERCIAL AGAINST COMPANY
VALUES
COMMERCIAL AGAINST
“SOCIETY”
SOCIAL IMPACT
COMMERCIAL ALIGNED WITH COMPANY
VALUES
DO
SAY
COMMERCIAL ALIGNED WITH COMPANY
VALUES
SOCIAL IMPACT
COMMERCIAL AGAINST COMPANY
VALUES
COMMERCIAL AGAINST
“SOCIETY”
SOCIAL IMPACT
COMMERCIAL ALIGNED WITH COMPANY
VALUES
DO
SAY
ANTI-SOCIAL IMPACT
2 : 1
2 : 1AGAINST COMPANY
VALUES OR HAS
ANTI-SOCIAL IMPACT
SOCIAL IMPACT
“feed the beast”
Willful blindness to being the problem, not the solution.
3
4
The money you turn down, defines you as much as the
work you take on.
5
The Walk-Talk Ratio for Social Impact
THE WALK/TALK RATIO
Walk
Talk
THE WALK/TALK RATIO
The amount of time that an organisation spends talking about its
social impact work, versus what it actually did on the ground.
THE WALK/TALK RATIO
The amount of time that an organisation spends talking about its
social impact work, versus what it actually did on the ground.
OBSCENE PROPORTIONS
THE WALK/TALK RATIO
The flow of information.
6
6
Learn how to design the design experience.
6
Popup Studios.
HONEYMOON
DEMOB HAPPY
THE DIP
HOME STRAIGHT
FINDING STRIDE
EMOTIONAL ENERGY
DECOMPRESSION
END EXPERIENCE
PERSONAL PEAK EXPERIENCE
EMOTIONAL ENERGY - WHAT WE REMEMBER
LESSON 6
Flow for teams.
“KILLYOURHEROES”PROMO CODE
POPUP STUDIOS BOOKLET - STUDIODRADIODURANS.COM
INSPIRATION x 3
SCHWE
DOREEN LORENZO | CAT HERDER
CARA SILVER | GOOGLE X
7
Creative innovation consultancies are inherently
risk averse.
APPETITE FOR RISK HIGHLOW
INDIVIDUAL
APPETITE FOR RISK HIGHLOW
INDIVIDUAL
APPETITE FOR RISK HIGHLOW
SMALL TEAM
INDIVIDUALSMALL STUDIO
APPETITE FOR RISK HIGHLOW
SMALL TEAM
INDIVIDUALSMALL STUDIO
LARGE STUDIO
APPETITE FOR RISK HIGHLOW
SMALL TEAM
INDIVIDUALSMALL STUDIO
LARGE STUDIO
GLOBAL STUDIO NETWORK
APPETITE FOR RISK HIGHLOW
SMALL TEAM
INDIVIDUALSMALL STUDIO
LARGE STUDIO
GLOBAL STUDIO NETWORK
APPETITE FOR RISK HIGHLOW
SMALL TEAM
LARGE MANAGEMENT CONSULTANCIES
INDIVIDUALSMALL STUDIO
LARGE STUDIO
GLOBAL STUDIO NETWORK
APPETITE FOR RISK HIGHLOW
SMALL TEAM
MANAGEMENT CONSULTANCIES
REPLICABILITY
INDIVIDUALSMALL STUDIO
LARGE STUDIO
GLOBAL STUDIO NETWORK
APPETITE FOR RISK HIGHLOW
SMALL TEAM
MANAGEMENT CONSULTANCIES
REPLICABILITY CREATIVE EDGE
INDIVIDUALSMALL STUDIO
LARGE STUDIO
GLOBAL STUDIO NETWORK
APPETITE FOR RISK HIGHLOW
SMALL TEAM
MANAGEMENT CONSULTANCIES
REPLICABILITY CREATIVE EDGE
IN-HOUSE
8
8
Don’t believe the hype. Least of all your own.
STUDIO D
IxDA WORKSHOPLAUREN SEROTA + MYSELF / STUDIO D
NICK DE LA MARE / BIG TOMORROW
THANK YOU
There are projects.
The ones that shape, mould and refine what we do, allow us to iterate on what we know – the operational things that help us get stuff done better, faster, smoother.
And then there are those projects.
Those projects shape us and our team, they expand our world view, open minds to new ways of thinking, bring our short existence into sharp focus – they remind us that our time on this planet is too fleeting to devote to things that are no sooner done, than forgotten.
Those projects make us question our beliefs, our career goals, who we work for, who we work with, who we want to work with, and where we want to devote our energies for the next few years.
It’s those projects that rapidly evaporate any tolerance for bullshit.
They remind us of what we’ve let drift, and provide a rough hand to steer us back on track.
They are the essence of a life worked well.
Everyone has their own criteria for what makes one of “those projects”. They can include heart-in-mouth, will-we-or-won’t-we-make-it moments where the cost of failure is absolute, where fear stalks and somewhere along the line hearts leap, and tears are shed. They generate experiences that can’t be unlearnt, are in no danger of being forgotten.
http://studiodradiodurans.com
