6.25.2010
My type of a city
CitID is an ambitious community project where designers world wide are invited to design a logo for their city. They are aiming to collect a unique set of inspiring logos, displaying the various styles and trends in contemporary design all over the world.
6.21.2010
The Impossible brief
THE OBJECTIVE
To bring together two nations that for a long time have been physically close, yet mentally worlds apart.
The new site from Saatchi & Sattchi is looking for solutions to the 60 year-old Israeli-Palestinian conflict. The judges are a panel of Jews and Arabs from the BBR group.
Nice idea.
The Impossible Brief
6.20.2010
6.06.2010
Disintermediate
"Disintermediation is one of those interesting words that border on jargon, but it is too useful to abandon. It means removing the layers that separate decision makers from raw data—allowing them to move from an abstract representation of a large data set, spot patterns and anomalies, and focus on the five or six items to which they really need to pay attention. There is an ethical dimension to this too. When people encounter real stories/pictures, etc., they are far more likely to gain empathy and understanding, and therefore make more contextually aware decisions."
One my favorite sites to read when time permits. This article is somewhat older, but the principles and thinking are accurate, in my opinion.
Source: Everything is fragmented By Dave Snowden.
One my favorite sites to read when time permits. This article is somewhat older, but the principles and thinking are accurate, in my opinion.
Source: Everything is fragmented By Dave Snowden.
6.02.2010
Someone has an idea–I should shush it
In my previous post (received well by most, some took it personally), I wrote a little about the problem with gauging new ideas against a set of parameters defined by old ideas and preconceptions--hindering what will be, by what was.
Throughout my short career I've been fortunate enough to have been surrounded by some really great mentors. I think my greatest lessons came from working within the halls of C-K. I wouldn't say my creative process developed there, but I did learn a great deal. To my mentor's credit, It was years later that I realized how delicately and creatively they learned to tell me, no, the idea isn't right. They may have even used, it sucks, once or twice, too.
In my experience, there are two types of creative direction; 1) Direct you to find the solution to your idea; 2) Direct you to develop their idea. Both skills are invaluable and necessary to work in a truly collaborative environment. There isn't a day that goes by that I do not reference something from these experiences. I've worked under one creative director solely, and sometimes I've worked under 5. Let's also not forget the planners, developers and the client themselves. The public has final say and these experiences serve me daily in order to not repeat my old mistakes while I continue to develop. (it doesn't end)
Most ideas can always be improved. There is no escaping this fact. Every design, identity, script, animation or program can be improved. Combining things that were once considered unrelated--that's essentially the heart of my daily routine. In there initial form, you can not prove that an Idea will not work. Don't bother trying--it's impulsive and ultimately just pisses people off. Most importantly, you may find yourself surrounded by people with more familiarity and experience itself, regarding your idea. If you're lucky enough to recognize this situation, I guarantee your efforts will exceed your expectations.
As an idea takes shape from inception; iteration; execution, it passes through many stages. There is your personal approach, your director's, the client's objectives and sometimes, a stray comment salted in between. Whatever you do, do not hold to tightly to your idea. You'll strangle it almost instantly. As many creatives do, take notes both from the input received as well as tracking you're own versioning. Referencing what worked and didn't work is smart work. It's even more important to be able to reference the inclusion of input from others when presenting new iterations.
As important as the client relationship is, I've learned that it was more important to understand the language of my directors. For whatever reason (some are not as easily distinguishable as others), something had to change with my idea--so says the director. You do not need to love your directors; bosses; clients, but you do need to respect them and understand their position--their perspective.
You may work exclusively in one area of the idea, but you're ability to understand everyone else's perspective is what truly brings everything together. Ideas are and can eventually become greater than facts, however we need to know the facts before we recreate them.
Sometimes, I just sit back and enjoy a bagel.
Throughout my short career I've been fortunate enough to have been surrounded by some really great mentors. I think my greatest lessons came from working within the halls of C-K. I wouldn't say my creative process developed there, but I did learn a great deal. To my mentor's credit, It was years later that I realized how delicately and creatively they learned to tell me, no, the idea isn't right. They may have even used, it sucks, once or twice, too.
In my experience, there are two types of creative direction; 1) Direct you to find the solution to your idea; 2) Direct you to develop their idea. Both skills are invaluable and necessary to work in a truly collaborative environment. There isn't a day that goes by that I do not reference something from these experiences. I've worked under one creative director solely, and sometimes I've worked under 5. Let's also not forget the planners, developers and the client themselves. The public has final say and these experiences serve me daily in order to not repeat my old mistakes while I continue to develop. (it doesn't end)
Most ideas can always be improved. There is no escaping this fact. Every design, identity, script, animation or program can be improved. Combining things that were once considered unrelated--that's essentially the heart of my daily routine. In there initial form, you can not prove that an Idea will not work. Don't bother trying--it's impulsive and ultimately just pisses people off. Most importantly, you may find yourself surrounded by people with more familiarity and experience itself, regarding your idea. If you're lucky enough to recognize this situation, I guarantee your efforts will exceed your expectations.
As an idea takes shape from inception; iteration; execution, it passes through many stages. There is your personal approach, your director's, the client's objectives and sometimes, a stray comment salted in between. Whatever you do, do not hold to tightly to your idea. You'll strangle it almost instantly. As many creatives do, take notes both from the input received as well as tracking you're own versioning. Referencing what worked and didn't work is smart work. It's even more important to be able to reference the inclusion of input from others when presenting new iterations.
As important as the client relationship is, I've learned that it was more important to understand the language of my directors. For whatever reason (some are not as easily distinguishable as others), something had to change with my idea--so says the director. You do not need to love your directors; bosses; clients, but you do need to respect them and understand their position--their perspective.
You may work exclusively in one area of the idea, but you're ability to understand everyone else's perspective is what truly brings everything together. Ideas are and can eventually become greater than facts, however we need to know the facts before we recreate them.
Sometimes, I just sit back and enjoy a bagel.
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Imagine a brand landscape defined by the individual; the consumer, the prospect, the common surveyor–a marketplace that evolves organically based on consumer interaction and feedback. A company and their agency-both accountable for their products, services and ideas. Knowledge is growing directly in relation to the amount of people contributing to it without regard for social or economical barriers. Language barriers don't exist. Knowledge is systematic growth based on interoperation without ration. Mass communications leveraged by the individual. Products and services rising and falling on their own merits. Someone googles "sucker born everyday," every minute. Advertising talks too much, art requires no explanation and we live in the middle. Create relevancy.
