Why it is a Fundamental Determinant of a Creative Organization’s Success
Senior leaders from both 'Creative' and ‘Creative Operations’ share their insights on the evolving landscape and, in a lively panel discussion, take a close look at a specific role - Creative Project Management (CPM) and its dynamic in fostering successful creative.
There are many reports on the state-of-affairs in the in-house agencies of today. One of the biggest issues repeatedly mentioned is that 'creatives' (at all levels) spend way too much time on organizational tasks, tasks related to scheduling, data entry and other non-creative activities. Consequently, 'creatives' have less time to spend on creative work and less time to work to meet the strategy.
On the agency side, and sometimes the in-house side, many of the ‘non-creative’ tasks are the responsibility of a Creative Project Manager, which is a model that more often works well if set up with proven success factors in many environments. Conversely, it can create a bottleneck if not perceived as a respected and crucial part of the team. What are the challenges of these roles and what defines 'working well'?
This panel goes deep into the role of CPM and hears the perspective of Creative Directors’ experiences and the challenges of the Creative Operations Leaders who often oversee the CPM and must deliver (or succeed) on the expectations:
- The relief when the CPM becomes 'the glue' that holds the project together
- The CPM that has the EQ (emotional intelligence) to recognize the need to speak a different language to various members of a fully integrated team
- The 'Creative Project Manager' that moves mountains
- Or the one that always screams “the sky is falling!”
- Friend or Foe to the creative teams?
Join us while we discuss and elicit examples of the good, the bad and the very ugly, along with some best practices.
