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The Woodies have a blog. It’s a kind of collective. Not sure we’re about to start a revolution baby, but we might kindle a small debate or two and perhaps raise a smile. Anyway, rather than just blogging corporate Woodreed by fielding our top Woodie (as so many other companies seem to do in a thinly veiled attempt at impressing with their profundity), we wanted all our individual voices to be heard. An agency’s most valuable assets are its people after all. Everyone’s got something to say here and with us everyone’s ideas and opinions matter.

Each week someone different will be blogging. It's mostly about stuff that rocks our world as well as the flipside – the things that just don't cut it with us. We'll blog about inside and outside – inside this glorious industry where we work and outside in the real world.
It's a bit of an experiment, so go with us on this one.

Hope you enjoy.

Wednesday 25 June 2014

Volkswagen Financial Services’ first ever ‘Brandthem’ - the story behind the music

Volkswagen Financial Services (VWFS) had five new values. Values Woodreed needed to bring to life, launching and embedding them firmly in the hearts and minds of employees. We’d created individual graphics for each value, abstract representations of people, each with its own personality to symbolise the value. Each graphic told its own story, but also came together to create the bigger more powerful story of ‘Living our spirit’.

A storyboard for a full length animation was written to allow each value to tell its own story, each of which would be accompanied by an individual musical soundtrack. We advised our client that rather than use music ‘off the shelf’, a unique set of values deserved a unique score of music from a composer of note. Luckily they agreed!

Choosing the right composer was key. Our target audience was broad so our score needed to feel timeless to give it maximum appeal to all. It was important to get the balance right; not too modern/electronic, not too traditional. We finally settled on Antony Pitts[i], a renowned musical composer, director and sound design artist, who had the ability to play, record and mix - all under one roof. Perfect!

Whilst each track would have its own identity and evoke different emotions, we wanted them to all work together to form a complete sound track that would be bold, ‘anthemic’ and above all memorable.

Antony Pitts picks up the story:

“Dave Wilson, Woodreed’s Creative Director, approached me to compose, score, and record an animation soundtrack. He wanted an ‘inspiring anthem’ and had detailed ideas about what kind of music should go with each of the five values.  He needed music that would build up from five separate directions and also work together as a single track.  As he suggested, we mixed together real and electronic instruments - we used a real piano and trumpet (me), a flute (my wife Karen Pitts), and Dave himself played a sampled drum kit, all held together by an acoustic tambourine rhythm.”

Here’s the detail for each value:

Customer
A simple grand piano tune in which more notes are added as the numbers increase on-screen.

Responsibility
The idea of a folk round-dance led to the collective of flute, fiddle, accordion, and triangle.

Trust
A ‘trusted’ synth bass doubled two octaves above to which was added a simple hi-hat figure.

Courage
The military snare drum is combined with a real bugle, part-electronic horn section and their martial themes are crossed with jazzier outbursts.

Enthusiasm
The Hollywood string section arrives on the scene accompanied by a full percussion department with handclaps and finally faux-lead guitar.

The resulting piece was a two minute ‘brandthem’ that helped put the new values on the pedestal they deserved, launching them with pride, conviction and energy to a delighted crowd. 

Do have a listen and we hope you enjoy it. 


[i] Antony Pitts (born 1969) is one of several composers in his family; he was an Academic Scholar and Honorary Senior Scholar at New College, Oxford where he founded TONUS PEREGRINUS and in 2004 won a Cannes Classical Award for their #1 debut album Passio.  He joined BBC Radio 3 in 1992 and received the Radio Academy BT Award in 1995; as a Senior Producer he won the Prix Italia in 2004.  He joined the Royal Academy of Music in 2001 where he was Senior Lecturer in Creative Technology until 2009.  Antony’s music has been premiered at London’s Wigmore Hall and Westminster Cathedral, the Amsterdam Concertgebouw, the Berlin Philharmonie Kammermusiksaal, and part of his Requiem at private memorials for former Soviet agent Alexander Litvinenko. 

Monday 9 June 2014

Are you a culture vulture or culture curator?

Culture is one of this decade’s buzz words, with the media delighting in naming and shaming what it views as toxic and unhealthy cultures from some of our biggest institutions whether it is the banks, the Beeb, the NHS or its turning on its own like News International.

What lies at the heart of culture are brand values – the organisational watchwords for what drives, unites, motivates and differentiates one business from another.

But often these values are not clear, not embedded and not lived from the top, so people take them for granted or create silo cultures. This ‘taken-for-grantedness’ is what frequently makes culture problematic in organisations. People assume that everyone views things in the same way. What I’m saying is, just like the consumer brand, it needs managing to flourish.

A strong culture isn’t just a nice to have, it’s a competitive advantage. It’s an organisation’s own DNA, as intrinsic a part of the brand as the logo. Brands, in their most powerful form being organisational blueprints for growth led from the top.

Your brand inside matters as much as your brand outside. As Peter Simpson, founder and ex commercial director of First Direct, said: "Why would you want to be one kind of brand to your customers and a different one to your employees?"

Smart organisations know that the stronger the culture, the higher the levels of employee engagement (broadly defined as the skills to leave but the desire to stay). There’s a direct correlation between levels of employee engagement and business performance.

The higher the level of engagement, the better for business. Just look at Pret, Innocent, B&Q, Whitbread and, most recently, Nationwide, who have just posted a 113% increase in pre-tax profits for the year to 31 March - a leap it has directly attributed to employees. Ads recently ran in the national press thanking staff with the names of its 15,000 staff under the headline 'Our most valuable assets'. It cites GFK research for the year to May based on interviews with 60,000 customers of the main high street banks who were asked to rank satisfaction levels. (Source: Marketing Week, 28 May 2014)

It makes sense - engagement improves productivity. Engaged employees work harder, take less sick days, stay longer, are happier and make customers happier. People buy people. Forget the inside and lavish all your time and effort outside to your detriment.

Making money matters, of course it does, but people matter too. Treating people like dispensable cogs or work horses just won’t cut it anymore. Gen Y certainly won’t tolerate our old way of working.

The fast-track has lost much of its appeal for them and they’re willing to trade high pay for fewer billable hours, flexible schedules and a better work/life balance. Times are a changing; we need to move with them.

Our clients are seeing the bigger picture of employee engagement. CEOs are starting to take notice. In ‘Engage for Success’ , a government white paper on the importance of employee engagement, company leaders describe their "light-bulb moment" when an understanding of the full potential significance of employee engagement dawned.

Ex Tesco CEO Sir Terry Leahy talks about his reaction when he realised that the company knew more about its customers than it did its own people. He then set about understanding what the workforce wanted and what motivated them at work.

So what about us then? Our own industry? Your own agency? We live for our clients’ brands and the work we produce for them. We relish the thrill of the chase of new business; we love to compete, love to win and we’re obsessed with the prize. I wonder sometimes, really, honestly, how healthy our own cultures are? Is our industry really much different from the likes of News International and the banks?

Do you know what your agency’s values are and the defined and expected culture–defining behaviours aligned to them?

Are they simply words on a manicured wall, in a beautifully art directed induction vanity piece or genuinely embedded into the culture of your business?

Are they measured, recognised and rewarded? Are they used in induction, training and recruitment? Are they lived from the top down and right across your business or is it simply lip service? The say-do gap – how big is yours?

We are making some headway through the IPA’s CDP and, arguably, the Gold agencies are making their own people more of a priority. But employee engagement isn’t just about winning a Gold (see, it’s that prize thing again), it’s what you do every day that matters.

It’s about being true to your values by encouraging a collective set of behaviours that bind you together as one organisational culture.

A curator of culture, guarding and nurturing, or a vulture picking over fragments of a stagnant culture. Which one are you?

Check out Arianna Huffington's take on the subject in her Campaign piece

This first appeared on the IPA's website www.ipa.co.uk/blog