When is something truly creative?  The question kept coming up as our jury deliberated over 1,800-plus entries. As you might imagine, the debate was robust.

Just a few years ago, I was spending my evenings during the weeks leading up to Cannes reviewing PR Lions entries online.  I had the honor of serving on the 2014 PR Lions jury, and the creative question was top of mind for me even before I packed my bags.  Once I arrived in Cannes, I found my fellow jury members – 21 professionals from 19 countries — were asking themselves the same thing. The topic found its way into our dinner conversation and daily jury sessions throughout the week.

No one in the normal course of work and life stops to ask themselves: “Is this idea a creative one?”  Rather, it’s a natural reaction you have to something that simply grabs you.  You know it when you see it, as the saying goes.

During my time on the jury, I began to think more intentionally about how I defined creativity. I wanted to have a distinct point of view to help me judge campaigns of all shapes and sizes. Here is where I landed:

• Something is creative if it has a fresh take, and puts things in a new light.  For example, introducing a new solution to an old problem, which is often seen in fields like technology where innovation really shines and the right insight can spark a truly remarkable concept.
• A creative approach causes me to stop and rethink how I have previously looked at something, and I become more willing to consider changing my beliefs, perceptions or behaviors as a result.  Creativity can play a crucial role in changing the conversation about pressing and perhaps long-standing social issues, and inspiring people to finally take action.
• If something is creative, it breaks through the clutter and the mundane.  This can often be seen in the simplest ways such as a tweet, an event, a headline or a photograph.
• Creative ideas often surprise and delight by connecting the dots between two otherwise unrelated things.  For example, a sponsorship or initiative that brings to life a brand promise or product attribute in a very clever way.
• A creative approach resonates and is relevant.  Or as some of my friends from the UK have told me, “It’s just bang on.”
• Not surprisingly, creativity in its finest form evokes an emotional response of some kind, maybe even a visceral reaction.  A good story is one of the most powerful ways creativity spurs emotion, especially when it is about people experiencing the ups and downs of real life such as adventure, conflict, love, loss and resolution.

Based on what won that year – Chipotle Scarecrow — and in the years since, creativity is alive and well in the public relations industry.  We have a gift for infusing creative thinking into whatever we do, whether it’s an impassioned approach to a cause or social issue, a new product roll-out, or a corporate campaign.

Some of the finest creative work is done in the trenches of PR agencies every day. We just need more of it to show up in Cannes.

Question: How do you define creativity?

By Elise Mitchell

Chairman, Mitchell Communications Group and CEO, Dentsu Public Relations Network

2014 PR Lions Jury Member

Artificial intelligence (AI) may transform the way we work, but at its core PR is about relationships and storytelling, and that human element isn’t changing any time soon. This was the message from Nitin Mantri, ICCO Vice-President, PRCAI President, and Group CEO at AvianWE, at the ICCO and APRSR Seminar last week.

APRSR, the Slovak PR association, hosted a forward-thinking seminar in Bratislava on April 19 with attendance from agencies across central Europe and around the world, ahead of the ICCO board meeting the following day.

“Hands-on knowledge of technology can’t be siloed to the digital department. Everyone needs to be tech savvy because this knowledge will help ignore the hype around buzzwords and assess new tech offerings before investing in them” said Mantri before predicting “automation will not eliminate jobs. It’ll instead reduce the burden of mundane jobs leaving us with more time for relationship-building, creative campaigns and smart strategies.”

Mantri’s optimistic view is that AI is turning PR into a science, and this can empower communicators to speak to audiences in an emotional way.

ICCO welcomes EU Commission Strategy for Ethical AI

This week, the European Commission released an AI strategy calling for at least €20 billion to be invested between now and the end of 2020 in AI research and development. As Mantri has described, the technological advancements will lead to socio-economic changes that must be well managed, therefore a series of measures will be introduced to ensure proper ethical and legal framework for AI in Europe that will support the activity of PR practitioners.

Juergen H. Gangoly, ICCO’s European regional president, welcomed the Commission’s proposals and thanked Nitin Mantri for ensuring this important topic remains at the forefront of the ICCO agenda.

“The member states of the European Union have just signed a governmental agreement on cooperation on Artificial Intelligence in all economic areas. This is also a clear sign for the PR industry to quickly get more know-how and to develop an own AI strategy. Nitin’s input been an important for kicking on AI discussion and collaboration within the global ICCO community.”

Also speaking at the ASRPR seminar were Elise Mitchell, President of ICCO, Founder & Chairman, Mitchell Communications Group, CEO, Dentsu Aegis PR Network speaking about the importance of brands and their leaders to be activists; Jean Leopold Schuybroek, Chariman at Interel Group spoke about the shifting responsibilities of a PR agency in Europe; finally a panel from Czech Republic, Hungary, Poland and Slovakia discussed the changing political and media landscape across central Europe and PR opportunities are emerging as a result.

With the World Economic Forum’s 2018 Annual Meeting now in full swing, I noticed a common thread emerge through a number of meetings and sessions: a focus on building inclusive work environments that foster a caring culture. I had the pleasure of serving on a panel on that very topic at the Equality Lounge with a group of smart, successful female leaders from Google, Deloitte, Panorama, and Quartz.

I was proud to discuss some of the programs Ketchum has put into place that sets it culture apart, from our unconscious bias training to our efforts to reward and recognize collaborative behavior. I was equally inspired to hear a wealth of ideas for attracting and retaining talent from my fellow panelists. One of the things I enjoyed the most about this panel was that the idea of inclusivity wasn’t perceived as solely an HR responsibility. The panelists run major P&Ls, but also share a personal passion for employee growth and development.

I heard smart strategies for creating compassionate, caring cultures at events like the opening plenary session with the Annual Meeting’s seven female co-chairs and a breakfast discussion hosted by Mercer.

Here are some of my top WEF-inspired takeaways on the topic…

Professionals carry their values with them.
SAP’s Adaire Fox-Martin pointed out that employees carry their values with them, and that they seek out organizations that align with those values. Nothing is more important than culture when attracting and retaining talent – even competitive compensation isn’t a compelling enough reason for people to stay at a company that doesn’t make them feel included or respected.

Less wishbone, more backbone.
Deloitte’s Terri Cooper shared that her organization has a mantra for encouraging employees to have the courage to make strategic asks for what they want: “Less wishbone, more backbone.” Everyone who has heard me give a presentation on tips for climbing the career ladder will have heard similar advice for negotiating, but I love this brilliant slogan so much that I just might make myself a T-shirt!

Men and women handle negotiations differently.
In a similar vein, Google’s Tara Walpert Levy pointed out that women and men handle negotiations differently. She noted that men will continue to push for something they want until they get it, whereas women will ask once. If they are turned down the first time, they won’t ask again, but instead they’ll go looking for another job. This nuance is an important one for leaders to remember or risk losing valued employees.

The parity paradigm.
Mercer’s “When Women Thrive” report contains a startling stat: 80 percent of business decisions are made by men. But the news isn’t all bad – 40 percent of the registrants for the women-focused discussion were men, who are critically important in helping to level the playing field for women in business. The report also showed that a relatively low 39 percent of employees are engaged in diversity initiatives, but diversity is not just a “women’s issue” – a nearly equal 38 percent of men are involved in diversity and inclusion programs at work.

Building a dynamic workforce from within.
Finally, the topic of continuing education came up in multiple sessions. Unilever’s Leena Nair noted the importance of an educated workforce, stating the critical need to re-skill employees quickly and enforce lifelong learning expectations. And Norwegian Prime Minister Erna Solberg, one of the Annual Meeting’s seven co-chairs, said companies can’t just fire employees because they lack skills – instead they should invest in those individuals to make sure they obtain the qualifications to succeed in their roles.

As I noted on the panel, building a strong culture is not easy. It takes humility, dedication and a commitment to culture at the C-suite table. I am pleased to see topics focused on talent like pay equity, diversity and inclusion, paid family leave, and flexible work environments rising to the top of what business leaders are focused on, no matter their industry or where they are in the world. I look forward to hearing more about this and other topics this week and sharing my findings with you!

Author: Barri Rafferty

For the original article, click here.

If you’ve read this blog before, you will have heard me talk about the impact of A.I. Unsurprisingly, A.I. remains one of the biggest topics of conversation at the World Economic Forum this year. But what has struck me is a recurring theme of transformation. A.I. is no longer something for the tech industry to consider – it is infiltrating our entire way of life, from self-driving vehicles, to healthcare, to the analytics tools we count on for developing influencer marketing programs. It is transforming the very nature of industries, and we all need to learn to adapt as A.I. takes its rightful place in the mainstream.

This week in Davos I have been intrigued by this theme of transformation – in sessions as diverse as healthcare technology, economic issues and the future of work. Here are a few key takeaways…

1. When it comes to healthcare, speed and efficiency literally saves lives.
Centene Corporation CEO Michael Neidorff discussed the practicality of using A.I. to quickly and effectively analyze data, leading to healthier patients and ultimately reduced costs. He stated that current A.I. platforms have the capability to review a million files in under five minutes – a feat that is unimaginable using simple manpower. Pfizer’s (client) Albert Bourla noted that with the human genome project, there are more than three billion DNA genomes, so it is impossible to sort through them without the use of technology. However, once we are able to correlate specific genes that are responsible for health issues, we can introduce proactive and reactive wellness programs to mitigate those risks and even cure diseases. Nokia’s (client) CEO Rajeev Suri said his company is working on wearable sensory devices that regularly tracks indicators like blood pressure and glucose and can be shared with doctors between checkups. In the near future, he believes similar devices can identify biomarkers that give early detection for cancer and other diseases.

2. Eliminating “routine” jobs will allow us to focus on what really matters.
Sinovaton CEO Kai-Fu Lee discussed how common jobs like receptionists will be replaced by automation, while others will utilize machines more regularly, such as the use of A.I. tools by doctors and lawyers. While some jobs will be lost, he shared an anecdote about working long hours and how he never really “turned off,” until he was diagnosed with cancer and had to reprioritize his life. He noted that while routine jobs dominate our lives, our work ethic is not really based on achieving tremendous client results but on wealth and financial success. If we take routine jobs out of the equation, it will allow us the time to figure out our true purpose and passion. He implored those in the room to think through the lens of, “How will A.I. help us be better humans?”

3. A.I. augments and enhances human intelligence.
In a session called “Future Shocks: Rogue Tech,” Salesforce CEO Marc Benioff gave an example of a very practical application of how A.I. helps him determine how to run his company. Salesforce uses A.I. to analyze large databases containing years of company data, and every Monday Benioff holds a meeting to review the analysis. He uses an A.I. system called Einstein that takes part in the weekly meetings, and Benioff asks Einstein what he thinks. “He does not hide things from me, and he always finds things I did not see.” He referenced a specific example that predicted one executive in Europe would not meet his projections, which allowed the company to course correct while there was still time to do so.

4. Our profession will continue to thrive as other fields are threatened by A.I.
It’s likely that A.I. will change elements of every single career, but some will fare better than others, said Sinovation’s Lee. Over time, pieces of all jobs will be done by machines. But there are four main skills that cannot be replicated by machines: complexity, dexterity, empathy, and creativity. This means it will be more challenging to replace human jobs like plumbers, artisans and marketers, which is good news for us. JPMorgan Chase (client) CEO Jamie Dimon echoed this belief, stating, “Marketing is not guessing. It is analytics, data, A.I. – it’s an absolute machine. But at the end of the day, it’s about people and their insights.” This is our core belief at Ketchum as well – there is proof in numbers, and we arm our clients with strategies backed by data. But the real value we bring is our people and their ability to combine the pure facts spelled out by the data with the creativity and strategic thinking that only an experienced human can bring.

A.I. has, and will continue to be, a major topic of conversation at the World Economic Forum and other gatherings of world business leaders. Since I first attended Davos in 2012, A.I. has become so much more than a buzzword – it is beginning to proliferate so many elements of our lives. The pace at which it has evolved is astonishing, and the truth is we don’t fully understand all of the implications it will have in the future. But as Jamie Dimon reminded us, this process is not new, “Technology has been changing the world since mankind has been here.”

Author: Barri Rafferty

For the original article, click here.

With only a few months to go before the European Union’s General Data Protection Regulation becomes enforceable, the Interactive Advertising Bureau’s Technology Laboratory (IAB Tech Lab) has published an advisory that seeks to explain how ad tech companies can comply with the new rules through a collaborative information sharing process.

Deadline Looming
In April 2016, the European Union (EU) adopted the General Data Protection Regulation (GDPR), which imposes new consumer privacy requirements on companies that collect, use or share consumers’ personal data from the EU – no matter whether the companies are located in the EU or elsewhere.

The primary goal of the GDPR is to give individuals in the EU more control over how the personal information they share online is used, and by whom, than they had under the prior rules. In essence, the GDPR seeks to do that by requiring that individuals specifically “opt in” to consent to the use of their personal information, rather than the “opt out” approach common in the United States.

The EU provided a transition period for companies subject to the GDPR to develop systems and to learn how to comply with the GDPR’s requirements. That transition period is coming to a close, and all companies subject to the GDPR must be in full compliance beginning on May 25, 2018.

The IAB Tech Lab’s Advisory
Now, the IAB Tech Lab has published an “OpenRTB GDPR Advisory.” The advisory specifies how ad tech companies can pass user consent through the OpenRTB protocol during a real-time bidding transaction for advertising inventory. Much in the same way that a COPPA (Children’s Online Privacy Protection Act) signal can be conveyed between parties engaged in an ad call, this new string would convey a signal regarding whether GDPR-compliant consent has been obtained. Such real-time sharing of user consent information among publishers, buyers and data companies would be beneficial to all participants in the online advertising ecosystem.

The advisory concedes that it is “not an authoritative source of information” on the GDPR, and it recommends that all members of the ad tech community become familiar with the GDPR and user consent requirements. This process has not been officially endorsed by EU regulators. Still, the advisory may provide a possible solution for ad tech companies as they seek to finalize their compliance with the GDPR by the May deadline. The IAB Tech Lab’s advisory is a reminder of the importance of finding solutions to meet the consent requirements under the GDPR before that time.

Author: Gary A. Kibel

For the original article, click here.