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Nokia

N

Interviewee

114 Art director

Team Advantages

Team Disadvantages

0, 1

Project Outcome

Control

Industry

Mobile/internet/Communication

Location

Singapore

Team Risk Tolerance

High

Team Dynamics

TeamDynamics_Micromanaging

Company

Nokia


So many. It's almost - there's so many. They're all pretty much the same situation. Even if you talk to me about the current one, it's one of the bad ones because - I mean like, take for example a brand like Nokia we do local work as well as some regional work for them. But the thing is, they aren't - the global work is done out of a market mentality. So, we have a lot of issues where the client comes back to the suits and says that "We can't use this global work because it doesn't suit the local market yet" so we need to come up with something new. [5584],[5585]
So, we have a lot of issues where the client comes back to the suits and says that "We can't use this global work because it doesn't suit the local market yet" so we need to come up with something new. [5612]
All the way till the first presentation we're usually quite hopeful. And come up with ideas that we like, but what happens is - once it goes in second round, client will say "Oh we like your ideas but we can't do this because the global side doesn't approve of this way" so we have to kind of mish-mash bits of their work and we have to kind of tweak it and make it different. In the end what happens is we all - it comes to a point where we all get kind of like frustrated with this. Since you're not buying this idea, you're trying to basically bastardize the whole idea and you like bits of it and you want us to combine with something which is completely different and it's a completely different strategy. [5588],[5613],[5586],[5614],[5587]
It becomes very frustrating because any other day we just write and do changes. Write and do whatever the client was. And then at the end of the day when you look at it, it doesn't make sense at all when the air time goes out. So, I would say that ninety percent of our jobs are like that most of the time. So you actually spend a long time trying to fight. Telling them that it's either you take this or you take that. Not just mash them up because the strategy is completely different. We are almost speaking to two different sets of people, how can you actually just take this or whatever you like from different places and put them together because it doesn't work! [5590],[5589],[5591]
It even comes to a point where they take an ad for a phone to change to another different product which is just wrong. I mean you would not imagine a client like them would do something like that. Yeah, I was quite surprised. There are many, many times when you actually realize as you are working on it you just get more and more frustrated. [5615]
It even comes to a point where they take an ad for a phone to change to another different product which is just wrong. I mean you would not imagine a client like them would do something like that. Yeah, I was quite surprised. There are many, many times when you actually realize as you are working on it you just get more and more frustrated. You just go "okay, whatever. Just give them whatever they want." Because any idea [inaudible 00:22:16] right? But when you really look at it you're like, "Oh my God. This is crap! This doesn't make any sense at all." But then, is it really too late? Because the clients love it somehow? Because they feel they've played a part in the whole process? But it's so hard to just convince them that "Hey, you know. Just take a step back and you'll get it. It doesn't make sense." [5593],[5592]
It's not so much our fault, I think at the end of the day it's more of a - I think the main issue is that - the clients [5616]
Like Nokia is one of them. Simply because it's a big client. There are just too many [inaudible 00:23:18] happening right here and not only themselves. It's not so much our fault, I think at the end of the day it's more of a - I think the main issue is that - the clients - very hard for us to actually convince the clients that - when they want something it's very hard for us to tell them otherwise because a lot of things are - to them they just feel that they are the pro's as well. Just say for instance I'm an art director, so people perceive me as like, this 'aesthetics thing', right? So it's just art. It looks nice. But what do you mean by looks nice? [5594],[5595],[5596]
They just think that "You know, let's just copy. This is a nice color. I think it's nice. We need to add this. I think it's nice. We need to get rid of that." And all that stuff. It's all these contributions from them that kind of screws up most of the things. [5617]
Because nice to me and nice to you might be completely different and they all just think that they have the - that they can have an input in whatever they're working with. But any other day it's not about whether I like it or they like it, it's more about meeting the [inaudible 00:24:19]. I think a lot of clients actually tend to overlook on that side. They just think that "You know, let's just copy. This is a nice color. I think it's nice. We need to add this. I think it's nice. We need to get rid of that." And all that stuff. It's all these contributions from them that kind of screws up most of the things [5597]
Because nice to me and nice to you might be completely different and they all just think that they have the - that they can have an input in whatever they're working with. But any other day it's not about whether I like it or they like it, it's more about meeting the [inaudible 00:24:19]. I think a lot of clients actually tend to overlook on that side. They just think that "You know, let's just copy. This is a nice color. I think it's nice. We need to add this. I think it's nice. We need to get rid of that." And all that stuff. It's all these contributions from them that kind of screws up most of the things. [5598]
So it's this big thing, we have to launch it, kind of like attitude - like in a months time, and then they will change the brief three times even from the global work they will - they're supposed to add that originally from the main global work for this particular Nokia music store but we told them that it doesn't work because it's so generic. [5618]
So that one was - it was - the initial brief was like this big thing for Singapore because it's almost equivalent to iTunes which is not available here so it's better than all the smaller, independent ones like SoundBuzz which is just crappy music. So it's this big thing, we have to launch it, kind of like attitude - like in a months time, and then they will change the brief three times even from the global work they will - they're supposed to add that originally from the main global work for this particular Nokia music store but we told them that it doesn't work because it's so generic. It doesn't fit anything it doesn't - yeah, nobody will actually look at it. They'll just walk past the poster. So we came out with ideas and they wanted to focus on variety, right? We worked on a few ideas for variety. [5599]
Then the brief changed, they said that they have to use a campaign for express music which is a type of phone for mp3 which we hold, which is down from [inaudible 00:26:17] so that - they were shown that phone together. Okay, we'll show that phone that's hooked to a headphone so they're like - it's like a headphone went off a table for example. So you're listening to that music, for example. So it's like all different music forms, right? [5600]
So, I'm like okay. This is very misleading and we're going to use this ad because it's for a series of phone, not necessarily a music store. And the music store - the music and the music store can apply to different phones so - I feel like we should use this because - so the direction basically changed completely. [5619],[5620],[5621]
So, I'm like okay. This is very misleading and we're going to use this ad because it's for a series of phone, not necessarily a music store. And the music store - the music and the music store can apply to different phones so - I feel like we should use this because - so the direction basically changed completely. And then there was a global creative but it's not for this particular product. It's for a phone. So they want to use that. In the end, they changed the brief again on a third meet saying that "Oh no, we're just going to take out the phone and it's going to be an ad for the Nokia music store." This doesn't make any sense at all! [5601]
It's a whole big mess and then they do things upside down, like usually come up with for example a teaser and then - you want a whole project to see a product launch of this particular product, right? But for them they will work based on, kind of below the line so they have design stuff for in store first. And then they will work on the launch app. And then after that there's a brief for a teaser ad which is all out of the way wrong. [5602]
It's quite a disaster. It's just about the worst because they are such a big brand and for them to do something like that is just absolutely atrocious! [5622]
They wanted it to be big but it actually is very small. I mean, after you look at it by [inaudible 00:28:23] and everything it's like "Wow they have no money for so many things." So it's kind of - it's kind of a butt. [5603]
Over here they always encourage us to come up with fresh ideas, so they always - [5604]
The response from them is they usually like our ideas but because of the global issues they can't go ahead with it most of the time. So they're actually quite open to nice ideas but it is because of the global issues [5605]
The response from them is they usually like our ideas but because of the global issues they can't go ahead with it most of the time. So they're actually quite open to nice ideas but it is because of the global issues. [5623]
Budget was quite decent. [5607]
More time, time is tighter than budget. [5606]
Originally was pretty tight and if things had gone smoothly, but because of the brief changes it just became absolutely ridiculous. [5609],[5608]
That was one of the ones that he actually liked quite a bit but because of all the change in brief and everything it was just too late, it was nothing he could do and - what else. Mainly music and I can't really tell you what else [5610]
We all tried to make it work but it gets - the frustration actually starts when they come back to us and say "Oh, because of this, this, this we can't do this" and that kind of thing. So that's where initial frustration starts but when we are fresh on the project it is actually quite good. [5611],[5624]
Reference Tags
[5584] Insufficient Feedback,[5585] Premature idea evaluation,[5612] Alignment,[5588] Forceful conflict about ideas,[5613] Lack of real innovation mandate,[5586] Insufficient Feedback,[5614] Reactance,[5587] Scope creep,[5590] Communication issues,[5589] Forceful conflict about ideas,[5591] Insufficient Feedback,[5615] Reactance,[5593] Alignment,[5592] Yielding conflict about ideas,[5616] Reactive devaluation,[5594] Insufficient Feedback,[5595] Trust,[5596] Yielding conflict about ideas,[5617] Reactance,[5597] Insufficient Feedback,[5598] Confirmation bias,[5618] Vague goals,[5599] Insufficient Feedback,[5600] Scope creep,[5619] Communication issues,[5620] Indecisive leadership,[5621] Vague goals,[5601] Scope creep,[5602] Illusory superiority,[5622] Alignment,[5603] Lack of resources,[5604] Organizational encouragement,[5605] Organizational encouragement,[5623] Internal changes/challenges,[5607] Appropriate resources,[5606] Planning fallacy,[5609] Planning fallacy,[5608] Scope creep,[5610] Scope creep,[5611] Insufficient Feedback,[5624] Reactance

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MADISON BARNETT
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