As early as the 1960s, the aim was to conduct precise research into young people's attitudes, not least in order to draw conclusions for the marketing of certain consumer products. So they asked 12 to 14-year-olds in England: "Who are you?", and received the unequivocal answer: "We are rebels." Even though it may be a cliché, the answer could not have expressed the zeitgeist of that era any better.
Almost 50 years have passed and in the survey inflation of the 21st century, the same question to today's 12 to 14-year-olds could of course not be missing. There is not even a hint of the spirit of rebellion left, but a new self-image is clearly emerging, because the respondents say they are "connected", "networking" is their passion and they see themselves as "creative". Not really surprising, but anyone who earns their money with advertising should think a little about this self-image of the Web2 generation. To paraphrase Andy Warhol's famous quote, you could say "in the future everybody wants to be a creative for 15 minutes". And if you surf the web, you will discover tons of cyber garbage as well as great creative flashes of inspiration. Of course, this has not gone unnoticed by marketing and communication managers in companies and they are already starting to make use of "crowdsourcing".
For example, the Bild newspaper called on web surfers to get creative with the Bild brand and make suggestions for an advertising campaign. The professionals only came into play as a jury, which had to select the best from the thousands of suggestions. And the list of companies that crowdsource is getting longer and longer. The retailer Tchibo or the jewelry manufacturer Swarowski allow customers, creative people or simply anyone to collaborate on product development. An approach that the Zurich Transport Association (ZVV) has also been practising for some time.
Invisible talents on the net
In autumn 2007, Cisco organized an external innovation competition called "I-Prize" to find an idea that would become a billion-dollar business for Cisco. The company wanted to break out of its tunnel vision and find ideas that had previously eluded it. More than 2,500 people from 104 countries created 1,200 different ideas, which were analyzed in an elaborate process and the most promising were selected. As the quintessence of the ideas competition, Cisco developed an intelligent power grid equipped with sensors. Those responsible openly admitted that this "public" way of finding ideas was much more complex than they had expected and resulted in an enormous internal effort. Nevertheless, they rated the crowdsourcing as a complete success, especially because every company and every industry tends to see the world from the same perspective, which can be challenged by a different point of view.
Entrepreneurs, marketing and communication managers are increasingly flirting with the idea of not simply awarding contracts to specialized suppliers, but turning to the invisible talents on the net, who seem more inspired and cheaper than professional creatives. This development is also being encouraged by the fact that agencies are increasingly being downgraded to suppliers and the close, trusting partnerships of the past, which have always led to outstanding creative solutions, are being lost.
Tapping into the creativity and inspiration of the many may be much more difficult than communication managers looking for new models might imagine, but we advertisers should quickly stop resting on the laurels of the past and assuming that in 30 years' time there will still be a professional group that identifies itself on its business card as a creative under a fancy-sounding agency name. Otherwise, it could happen that creative directors will no longer meet at the ADC when judging their own campaigns, but in the jury that has to assess the most creative ideas from crowdsourcing.