How brands can take smarter creative risks in a changing world
In a fast-moving marketing and branding landscape, the greatest risk can be playing it safe, says Sam Shepherd, chief creative officer for Uncommon Creative Studio.
How do brands weigh creative risks in a world that’s increasingly partisan, sensitive and immediate? Sam Shepherd is an acclaimed creative director known for pushing the boundaries of advertising. His career has spanned agency giants like Leo Burnett, DDB, Deutsch and 360i, and he’s been revered for gutsy campaigns like “The Lost Class” for Change the Ref. Now chief creative officer at Uncommon Creative Studio in New York City, he says brands can navigate creative risks in an evolving business world.
Kate MacArthur: How do you convince brands to take a calculated risk on a creative campaign?
Sam Shepherd: Our whole team firmly believes anything right comes with risk. We believe it is one of the bigger multipliers of success, and fame is one of the most important business drivers for brands. We’ve determined that to achieve fame, you need to find friction. Obviously, there’s inherent risk there, but the bigger the risk and the bigger the problems, the more potential friction and fire and, therefore, fame.
MacArthur: How can brands balance risk and innovation?
Shepherd: People get in trouble when they’re being reckless and doing something for provocation’s sake. We have a clear rule that the best ideas, even if they are fame-worthy, can’t be all provocation. They have to equally be intelligent and have a desired result.
MacArthur: How has creative brand risk evolved?
Shepherd: People talk about brands getting behind controversial subjects or standing for things. But over the last couple years, no one’s talking about the risk of wasting a lot of money doing something safe. I don’t think brands challenge themselves enough to look at the risk of doing something that will be ignored.
MacArthur: How can brands stand out in increasingly polarized times without alienating others? Or can they?
Shepherd: I don't think you can. The key to a great brand voice is acting more human, and to be human is to have a differing point of view. No matter what, you are always going to offend someone. I don't think that should be viewed as such a negative, because what comes with that is a sharp point of view and creating a loyal fan base. But there's a fine line between making sure every decision you make is right for the planet and for all people and not going out of your way to alienate anyone.
MacArthur: How will political polarization shape how brands think about and plan creative?
Shepherd: I wish that brands would take more of a stance or pick a side. But I also know polarization often means total neutrality at all costs and I see a different risk there. You're going to see more backlash against brands that refuse to pick a side. And it's easier to call out the ones that are clearly playing both sides. People and consumers are smarter than ever, and there are receipts everywhere. That might have the potential to equally do damage.
MacArthur: How can brands then get buy-in from stakeholders who may not fit the brand persona?
Shepherd: The first order of business is getting everyone internally on board. You have to make sure that people can clearly and quickly, sometimes in an elevator, sell that idea internally. That comes into account a lot of times in the way we create a simple synopsis or an ownable key image that we know — even if we are not there to help romance it — can easily be shared throughout an organization.
MacArthur: How do you see AI changing the way that brands manage risk in marketing?
Shepherd: We're seeing mistakes being made with AI. By no means do I think it's a risk mitigator. There’s still an inherent risk of trying to take shortcuts to reduce costs on production, things like that. But humans will increasingly develop a better eye in a sense and a gut reaction to things that they know didn't take love and human touch and creativity and patience.
“You’re going to see more backlash against brands that refuse to pick a side. And it’s easier to call out the ones that are clearly playing both sides.”
MacArthur: How has media fragmentation changed the way that brands assess risk in campaigns?
Shepherd: We start every creative briefing and conversation with simple facts. We say people in general wouldn't care if three-quarters of the brands that they know disappeared overnight, or people are paying money to avoid what we spend our entire lives making. That might seem morbid and dark, but it is the most freeing thing to start there. As it relates to media, especially how quickly things can go onto social and test and see what the reaction is, a lot of times the worst thing that can happen is no one talks about it and sometimes that’s OK.
MacArthur: Who will be the winners five years from now when it comes to taking creative risks?
Shepherd: It'll be the biggest brands with the biggest reach. Right now, you're seeing brands that are most willing to take risks are those with the least at stake. I keep waiting for a massive brand that has the power to actually make a difference get brave. I know that's way more loaded than it seems, but that is the next frontier.
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