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).
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.
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 can work well or be a bottleneck if not set up properly. 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 'Creative Project Manager' that moves mountains
- Or the one that always screams “the sky is falling!”
- The relief when the CPM becomes 'the glue' that holds the project together and knows how to speak a different language to all members of a fully integrated team
- Friend or Foe to the creative teams?
Join us while we are discussing and eliciting examples of the good, the bad and the very ugly, along with some best practices.
