Pam Orlando Zanni

When it comes to giving feedback on creative projects, shifting the focus from prescribing solutions to defining problems is the key to unlocking work that will help to distinguish the brand. By grounding all critiques in a well-crafted strategic brief, this method builds trust and collaboration, rather than stifling creativity.

Marketing managers often hesitate to provide feedback on a creative project. They want to be helpful, of course, but don't want to clog the creative flow. The ultimate solution for marketers is to shift their focus from telling creative teams that something needs to be fixed to pointing out the problem(s).

Retailers are transforming internal creative departments into full-scale agencies, blending brand intimacy with agency-caliber talent to drive faster, smarter marketing.

Conventionally, the value proposition of an in-house creative services group was based solely on the triad of price, quality, and speed of delivery, but as brands deal with a shaky economy and the quickening pace of a technological evolution, a fourth criterion has emerged: the ability to pivot and adapt to clients' needs and mandates and those of the organization as a whole.