Friday, October 20, 2017

13865: Your Mother Is So Non-Black…

In response to an AgencySpy post announcing 17 fresh creative staffers at Mother New York, a MultiCultClassics visitor remarked, “This is literally the first time I’ve seen an ad agency feature more dogs than black people when celebrating their new hires.”

13864: Jakeman Jumps Out.

Adweek reported Brad Jakeman quit his role as PepsiCo Global Beverage Group President, transitioning from crazy client to crazy consultant. Oh, and his first new patron will be PepsiCo. Maybe he’ll recommend a pool-out to the Kendall Jenner commercial or a reengineering of Creators League Studio. Better yet, Jakeman the diversity defender could team up with Jonathan Mildenhall to teach adland about inclusion. Hell, Jakeman’s Omnicom ties provide endless consultancy opportunities to convert White advertising agencies.

Brad Jakeman Is Leaving Pepsi’s In-House Creative Team to Start His Own Consultancy

He was also president of PepsiCo’s beverage group

By Kristina Monllos

Brad Jakeman is leaving PepsiCo to run his own consultancy but that doesn’t mean he’s done with the company. PepsiCo will be the first client for Jakeman’s new consultancy.

Jakeman served as president of PepsiCo’s beverage group. He also ran the in-house creative shop responsible for the much-maligned Kendall Jenner spot, Creators League Studio.

“We can confirm Brad’s Jakeman’s resignation and we look forward to working with him in this new capacity,” said a spokesperson for PepsiCo in a statement.

News of Jakeman’s departure was first reported by Ad Age, which obtained a memo written by Eugene Willemsen, vp of global categories and franchise management for PepsiCo. Willemsen will reportedly take over Jakeman’s beverage group duties until a replacement is found.

In a tweet confirming the departure Jakeman wrote that he was “super excited to start this next chapter” and that he was “even more excited that [PepsiCo] will continue to be a part of it.”

It’s unclear what will happen with his leadership role of the Creators League Studio. Representatives for PepsiCo declined to provide any further information

Thursday, October 19, 2017

13863: Hill Holliday Horse Hockey.

Advertising Age published diverted diversity directions from Hill Holliday CEO Karen Kaplan, who continued to cruise the White women’s bandwagon by coughing up three ways to hire more creative White women. Kaplan’s commentary actually underscores how White advertising agencies like Hill Holliday maintain exclusivity. For example, in reference to promoting White women, Kaplan admitted, “If you really lean into something and make it a focused effort, you can affect positive change.” Heaven forbid the woman should lean into true diversity, making it a focused effort and affecting positive change. “Listen to women already on the team,” serves as Kaplan’s first suggestion. This wouldn’t work with racial and ethnic minorities, as there aren’t enough of them already on the team—and those who are already on the team occupy roles like mailroom attendant, meaning they aren’t listened to unless something needs to be shipped via FedEx. “Create a place for ‘emotional’ safety,” reads the second bit of advice. In the advertising industry, racial and ethnic minorities who speak up are shut down and shat out. “Be aggressive with recruiting,” completes the trio of tips. The passive aggressive search for people of color typically starts at inner-city high schools, blocking generations of minorities from existing opportunities. “For years I’ve been asking people for insights into why this is an industry problem—why are creative departments the most stubborn to have gender balance and I can never get a good answer,” wondered Kaplan. Does the privileged woman ever bother asking for insights into why there’s a dearth of diversity in the field? She’d never get a good answer—unless she gazed into a mirror.

HILL HOLLIDAY’S KAREN KAPLAN: THREE WAYS TO HIRE MORE WOMEN IN YOUR CREATIVE DEPARTMENT

By Lindsay Stein

It’s a sad truth known throughout the industry: most creative departments are dominated by men. That fact inspired the 3% Conference, which next month will hold its sixth annual meeting to change the ratio for the comparatively small number of female creative directors in the U.S. Upon its founding, only 3 percent of U.S. creative directors were women, which is now up to 11 percent.

But some agencies have managed to beat that percentage, among them Hill Holliday, which has more than doubled the number of women on its creative team since 2014. The agency’s creative department is now 22 percent women creative directors, double the average, and of the agency’s entire 81-person creative team, nearly half are women.

“In 2014, we were 20 percent women in the creative department versus 50 percent-plus everywhere else in the agency, so we said ‘We have to address this,’” says Kaplan. “If you really lean into something and make it a focused effort, you can affect positive change.” We asked her for three ways other shops can accomplish that shift.

Listen to women already on the team

One thing the agency started doing in 2014—which it could and should have done sooner, Kaplan says—is invite input from creative women in order to hear their concerns and needs and allow them to ask questions.

“You have to make institutional change,” says Kaplan. “The default setting in the world is for right-handed people and the default setting in corporate America is male, so when we hire creative women, we have listening sessions and talked to them about benefits and what would be helpful to them.”

Some of the requests were for obvious things, like flexible family leave, but others included career development desires, which is why Hill Holliday allows staffers to move between departments. For example, a woman in digital strategy recently shifted to the creative department as a junior creative.

“You can’t accommodate everything everyone is asking for,” says Kaplan, “but listening is learning.”

Create a place for ‘emotional’ safety

Kaplan suggests creating an “environment of emotional safety” where people feel like they are able to speak up about things, even if they’re seemingly small. During one of the agency’s listening sessions, a woman said she felt that the senior male creatives on the team weren’t making eye contact with her and she didn’t like that they referred to the team as “the guys.” By creating this transparent, trusting atmosphere, staffers who jump to other companies have a stronger chance of “boomeranging” back to the shop, says Kaplan, which is why Hill Holliday maintains contact with former employees. It actually also creates a pipeline of potential hires that it finds at creative schools and personal networks.

“A pipeline is something you are always working on—it takes time to cultivate—it might not result in hires for months or even years, but you always have to be working on it,” says Kaplan.

Be aggressive with recruiting

When it comes to finding female talent, especially in creative, Kaplan says you have to be aggressive. Hill Holliday is sending 15 of its 602 staffers to the 3% Conference in a few weeks and the agency is planning on recruiting during the conference.

The shop has also hired a dedicated creative recruiter—a woman—who focuses solely on recruiting diverse talent.

The one question Kaplan says she still can’t answer is why the female numbers are still so low in agency creative departments. “For years I’ve been asking people for insights into why this is an industry problem—why are creative departments the most stubborn to have gender balance and I can never get a good answer,” she says.

And while all departments and industries should aspire to have gender balance, Kaplan says the creative department is really important because these are the people who have the most impact on the work. “You have to have diverse perspectives in the creative department,” she says. “If it’s bro culture, you’ll put work in the world that doesn’t represent women in a positive way. You have to make change and you don’t move what you don’t measure.”

Wednesday, October 18, 2017

Tuesday, October 17, 2017

13861: Jive Más.

Adweek published an interview titled, “5 Lessons the Fast-Food Industry Can Teach Brands About Disruption,” featuring the jargon-riddled pontifications of former Taco Bell Director of Advertising and Branded Content Aron North. Disruption, risk and failure pepper the self-absorbed musings of a man boasting about innovations like Doritos Locos Tacos. Thanks for tainting the landscape with Fritos-laced burritos and Mtn Dew-OJ blends too. Sorry, but Taco Bell is responsible for creating faux Mexican food that Latinos think is garbage—and the place throws garbage at Blacks. Even Taco Bell employees diss the shit they serve.

Monday, October 16, 2017

13860: Annie The Chicken Hand.

Is Annie the Chicken Queen on vacation? For Popeyes $4 Popcorn Chicken, she’s only serving as voiceover—with a hand model playing the Chicken Queen’s extremities.

Sunday, October 15, 2017

13859: Internal Inclusivity Or Idiocy?

Campaign published patronizing and pathetic pap from Stylus Head of Media and Marketing Christian Ward, who blathered on about the imperative for “internal inclusivity” to avert fuck-ups like the latest Dove debacle. In addition to praising the Havas Chicago BHM stunt and Deloitte diversity diversions as signs of progress, Ward actually referred to society’s current youth segment as “a post-diversity generation.” The Dove-inspired soapbox completely falls apart when viewing the “internal inclusivity” of the “Stylus Experts,” which resembles expected exclusivity with a deep dose of diverted diversity.

Inclusivity: The missing denominator behind advertising mishaps

By Christian Ward

Dove had a compelling message it wanted to communicate, but somewhere along the internal process, it got lost in translation, say Stylus’ head of media & marketing.

When a brand strays off-path it can cause great unrest amongst loyal consumers. We saw it last week with Dove—a powerful brand with a long-standing, public-facing mission to champion real beauty. Yet its latest campaign missed the mark.

Diversity, and by natural extension, inclusivity, has been a key brand value for Dove that has—on the whole—previously been delivered both consistently and with care. So where did it go wrong?

Internal inclusivity.

The aim of Dove’s latest campaign wasn’t to offend anyone—there will have been a clear, very compelling message that the brand wanted to communicate. It’s something that Lola Ogunyemi, one of the models in the campaign, spoke out about, telling BBC’s Newsbeat that it was “supposed to be about all skin types deserving gentleness.” Yet somewhere—through the internal process—this message got lost in translation.

The changing narrative on diversity within the advertising industry is forcing brands and agencies to rethink their internal inclusion strategies. Creative agencies are realising that their teams must faithfully reflect diverse demographics to connect with the broadest possible audiences.

And the response can take on multiple forms. Havas Chicago’s interactive #BlackAtWork installation for Black History Month 2017 invited staff, clients and passers-by into a space that addresses some of the everyday micro-aggressions black employees encounter in the workplace. It was a playful and simplified approach, but by physically representing these everyday experiences, Havas turned them into conversation starters. It also closed the loop between agency, brands and consumers.

And we’re seeing efforts made beyond these four walls too. Deloitte begin to phase out affinity groups in favour of inclusivity strategies to help broaden horizons and opportunities across the board.

By the end of 2018, Deloitte will also discontinue its current advocacy programs for minority employees and military veterans, as well as Globe—a support network for gay employees. It plans to replace all of these initiatives with inclusion councils that bring together a variety of viewpoints and can work together on diversity issues.

While expecting minority employees to fit in can undermine the value of a diverse workforce, neglecting the needs of majority employees sparks resistance to change. Instead of isolating minorities in mutual interest, diversity needs to be embedded in a company’s culture at every level. Making diversity everybody’s concern is key.

Not only will this help to overcome “color-blindness” and tokenism—but it levels the playing field, empowering employees at all levels to bring their efforts to the table. Having a team with diverse backgrounds equips companies with a broader variety of viewpoints and crucial problem-solving strategies that facilitates more versatile solutions—giving brands and agencies a critical edge over their competition. It ensures that compelling messages don’t get lost in translation.

And there’s a positive knock-on effect. Inclusive workplaces naturally attract talent from diverse backgrounds and will appeal to Gen—a post-diversity generation. Their sense of inclusivity—celebrating difference, seeking and expressing divergent attitudes—is just part of who they are, and they’ll expect the same of the businesses they want to work for.

To understand each other’s perspectives on life and make them a fruitful contribution to work, we must speak openly about our differences. Brands that want to engage a global audience cannot fully understand that audience’s needs without being powered by diverse thinking.

Christian Ward is head of media & marketing at Stylus.

Saturday, October 14, 2017

13858: Brazilian Bully Bullshit.

No, this anti-bullying campaign from Brazil isn’t protesting a new sect of the KKK. Rather, KKKKK translates to “hahahahaha” in Portuguese, the official language of Brazil. Oh, and it’s likely another example of Brazilian sKKKam advertising.