2018年创意团队报告.pdf

wrike The State of Creative Teams in 2018THE STATE OF CREATIVE TEAMS IN 2018 2 About This Report Apples dancing iPod silhouettes. Cokes “Share a Coke” campaign. Volkswagens “Think Small” ad. Creative teams are responsible for some of the most iconic and influential images in modern history. They give life to products, elevate brands, and create experiences that make a lasting impact on audiences around the world. But creative teams have seen a major shift in recent years. Many companies are opting to build in-house creative teams, and major consultancies like Accenture and Deloitte are offering creative services. This means more competition and less budget for creative agency contracts. What must creative teamsboth in-house and agencydo to show their value in this highly competitive and demanding environment? What does this mean for traditional creative team structures and processes? How does this affect their ability to produce high-level creative work? And what solutions exist to help them thrive in this new era?THE STATE OF CREATIVE TEAMS IN 2018 3 About This Report (cont.) Our new survey digs into the current state of creative teams, and how different roles within these teams compare and contrast. We wanted to investigate creative teams key challenges, including inefficient workflows and project delays, and how they affect the creative process. Finally, we sought to learn whether creatives see technology as a possible solution to these challenges. This report highlights our most interesting and unexpected findings across in-house teams, agencies, managers, and individual contributors. We hope our findings help you better understand how creatives fit and function in todays work environment, and the steps creative leaders can take to elevate their teams. Wrike TeamTHE STATE OF CREATIVE TEAMS IN 2018 4 Table of Contents Survey Methodology & Demographics 5 1. In-House vs. Agency Collaboration 6 2. Looking at Individual Creative Roles 13 3. How Creative Teams Work 21 4. Creative Teams and Technology 29THE STATE OF CREATIVE TEAMS IN 2018 5 Survey Methodology & Demographics 13.9% 17.8% 18.8% 8.9% 19.8% 20.8% 18 to 24 25 to 34 35 to 44 65+ 55 to 64 45 to 54 This study was administered by EdgePeak Consulting, LLC. The sample consisted of 1,552 respondents who are either creative individual contributors or managers of creative professionals. Chart 0.1 The gender is split nearly in half (52% female) and 58% of respondents fall within the prime working years of 25-55.In-House vs. Agency Collaboration Part 1 Creatives work more cross-functionally than ever before, but increased collaboration comes with challenges. What are the biggest roadblocks to communication and success?THE STATE OF CREATIVE TEAMS IN 2018 7 Creative teams work most frequently with marketing teams Q: Which departments do you work with most frequently? 100% 0% 20% 40% 80% 60% 83 % 65 % 20 % 42 % 23 % 61 % Marketing Product/Product Management Sales Administrative Research & Development General Management/ Executive Chart 1.1THE STATE OF CREATIVE TEAMS IN 2018 8 60% 0% 20% 40% Q: Which departments are the most challenging to work with? Chart 1.2 In-House Agency Agencies and in-house creatives find different departments most challenging to work with Agency creatives find marketing departments the hardest to work with, possibly because they work with them the most. Nearly 90% of all agency respondents say they work with marketing departments most frequently. Alternatively, in-house creatives find human resources 29 % 57.5 % Marketing Human Resources Administrative General Management/ Executive Product/Product Management Sales 56 % 23.5 % 45 % 34 % 28 % 27.5 % 20 % 24 % 18 % 40 % and administrative departments the most difficult to work with. This may stem from challenges related to justifying requests for resources, like additional budget for new tools or hires. Some 70% of in-house managers say justifying resource requests is a major challenge, while only 56% of agency managers agree.THE STATE OF CREATIVE TEAMS IN 2018 9 Q: What are the biggest challenges you face when working with other departments? Communication within and across teams is a major challenge Overall, creatives agree systems-based processes like submitting detailed creative briefs (28%) and having the right tools in place to review and approve projects (15%) are the biggest challenges when collaborating with other departments. However, there are some major differences between in-house and agency creatives key collaborative pain points. 30% 0% 10% 20% 28 % 15 % 15 % 13 % 7 % 6 % 5 % 4 % 3 % 3 % 1 % 1 % Not enough detail in creative briefs Not having appropriate tools in place to review graphics and designs in an effective way Other departments seeing us as a service provider, not a business partner Frequently- changing requirements Addressing many different directions or viewpoints Lack of clarity on budgets Other teams having trouble communicating what they need/ want Waiting for others to review or approve assets Constant incoming requests make it difficult to prioritize work Difficulty tracking edits Difficulty reviewing graphics and designs by email Projects commencing without involving our department from the beginning Chart 1.3THE STATE OF CREATIVE TEAMS IN 2018 10 Lack of detail in creative briefs is a much larger challenge for agencies Agencies rank vague creative briefs as their number one challenge when collaborating with other departments. While in-house creatives also rank this among their top challenges, its less of an issue. Vague creative briefs pose a much larger problem for agency creatives who cant walk down the hallway or stop by a colleagues cubicle to clarify the request or casually ask follow up questions. 22 % 34.5 % In-House Agency Chart 1.4 Percentage of respondents who say “Not enough detail in creative briefs” is the biggest challenge:THE STATE OF CREATIVE TEAMS IN 2018 11 Agencies also face more challenges with frequently-changing requirements Agencies also find frequently-changing requirements a far greater challenge than in-house creatives. This highlights the importance of having a thorough, well-thought out creative brief at the beginning of a project to prevent scope and mission creep. 7.5 % 18.5 % In-House Agency Chart 1.5 Percentage of respondents who say “Frequently changing requirements” is the biggest challenge:THE STATE OF CREATIVE TEAMS IN 2018 12 In-house creative teams struggle with their place in the company As contractors, agency creatives have no problem being seen as a service provider. However, in-house creatives cite other departments seeing them as a service provider and not a business partner as their leading challenge. In-house creative teams and the Chief Design Officer (CDO) role are becoming more common across organizations as design grows increasingly critical to user experience. Perhaps in-house creatives havent fully established themselves as key business partners, or other in-house teams are still warming up to the idea. 28 % 2.5 % In-House Agency Chart 1.6 Percentage of respondents who say “Other departments seeing us as a service provider, not as a business partner” is the biggest challenge:Looking at Individual Creative Roles Part 2 In-house vs. agency. Individual contributor vs. manager. Each role comes with its own goals and challenges. In this section, we break down how they compare and contrast.THE STATE OF CREATIVE TEAMS IN 2018 14 80% 60% 0% 20% 40% Q: What are your biggest work challenges? 71 68 74 Chart 2.1 Overall In-House IC Agency IC Creative individual contributors struggle most with unrealistic expectations While creative individual contributors agree about most work challengessuch as unrealistic expectations from clients/ stakeholders, lack of time to be creative, and non-creative professionals insisting on unsuitable design ideasthere are a few major differences between agency and in-house contributors. Unrealistic Expectations from clients/stakeholders 61 Not enough time to be creative 54 Non-creative professionals insisting on unsuitable ideas 41 Tracking versions of content and feedback 37 Constantly changing requirements 32 Collaborating with other departments 31 Not enough control or automony 19 54 52 39 28 24 44 17 68 56 42 46 39 18 21 Developing unique campaigns that stand out Constantly changing requirements is a particularly challenging issue for agency contributors. Its also a major challenge for agency managers. Not enough control or autonomy over work is a much larger problem for in-house contributors than their agency counterparts.THE STATE OF CREATIVE TEAMS IN 2018 15 50% 60% 70% 80% 90% Q: What are your biggest work challenges? Chart 2.2 Overall In-House Mgr Agency Mgr “Justifying resource requests”. Overall (63%), In-House Mgr (70%), Agency Mgr (56%) The biggest challenge for creative managers is handling collaborative work with other departments Managing collaborative work with other departments and effectively utilizing team resources are common challenges for both in-house and agency managers. But thats where the similarities end. In-house managers are much more concerned with resource management, including: Knowing what everyone is working on Justifying work requests Defining workflows and processes to improve operations Meanwhile, agency managers major challenges center around accurately planning projects, including: Involving creative professionals early enough in the planning process Making accurate resource plans and allocations Accurately predicting project length to quote appropriately 85 89 80 Managing collaborative work with other departments 79 Effectively using resources generated by creative professionals 74 Involving creative professionals early enough in the planning process 74 Making accurate resource plans and allocations 73 Knowing what everyone is working on 72 Managing workloads during peak times 72 Accurately predicting project length so to quote appropriately 70 75 68 68 78 67 65 69 82 80 79 67 77 78 70 Defining workflows and processes to improve operationsTHE STATE OF CREATIVE TEAMS IN 2018 16 Q: We asked respondents to rate their level of agreement with each of these statements on a scale of 1-10: Creatives are overall positive about their work environment Creatives generally feel positive about their work environment and understand expectations. They agree strongly with the following statements: I know what is expected of me at work I am proud of the creative assets I produce I feel my agency operates profitably However, respondents feel slightly less optimistic about their individual roles and their ability to perform their daily work functions to their best ability. Lets dig into how individual roles feel about their current work environments. 8% 0% 4% 2% 6% 7.6 7.2 6.9 6.1 6.1 6 5.9 5.9 5.8 5.7 2.7 I know what is expected of me at work I am proud of the creative assets I produce I feel my agency operates profitably At work, I have the opportunity to do what I do best every day I have the materials and equipment I need to do my work right I have confidence in my teams ability to execute Our team has good processes in place that make our work easier I feel like I am being used to my potential My current position utilizes my skills and talents I have confidence in my teams ability to drive business results I feel disappointed with my teams output Chart 2.3THE STATE OF CREATIVE TEAMS IN 2018 17 7% 4% 5% 6% Chart 2.4 In-House IC In-House MGR Agency IC Agency MGR In-house individual contributors In-house individual contributors answers around understanding expectations, feeling proud of their work, and feeling like their organization operates profitably align with other creatives. However, in-house contributors responded more negatively than their creative counterparts on nearly every other statement. They especially feel highly underutilized compared to other creative individuals. They do not feel they have the opportunity to do what they do best, are being used to their potential, or are in a position that currently utilizes their skills and talents. I feel like I am being used to my potential My current position utilizes my skills and talents 4.8 5.1 6 6 5.6 5.6 7 6.5THE STATE OF CREATIVE TEAMS IN 2018 18 7% 4% 5% 6% Chart 2.5 In-House IC In-House MGR Agency IC Agency MGR In-house managers In-house managers are confident in their teams abilities to drive business results, although this doesnt always come easily. Theres a significant need for good processes that will make work easier, and their in-house contributors agree. Inefficient processes lead to wasted time, which may be why in-house managers feel as though they dont have the opportunity to do what they do best every day at work. Our team has good processes in place that make our work easier 5 6.3 5.5 6.7 At work, I have the opportunity to do what I do best every day 6.1 6 5.7 6.7THE STATE OF CREATIVE TEAMS IN 2018 19 7% 4% 5% 6% Chart 2.6 In-House IC In-House MGR Agency IC Agency MGR Agency individual contributors Agency individual contributors are more positive about their work environment than their in-house counterparts. They feel strongly that they have the materials and equipment they need to do their work, and also agree their team has good processes in place that make work easier. This could be because agency managers do a good job equipping their teams with the proper tools and workflows, since agency managers also strongly agree their teams have good processes in place. I have the materials and equipment I need to do my work right Our team has good processes in place that make our work easier 5.4 5 6.9 6.3 6 5.5 6.2 6.7THE STATE OF CREATIVE TEAMS IN 2018 20 7% 4% 5% 6% Chart 2.7 In-House IC In-House MGR Agency IC Agency MGR Agency managers Agency managers are the most positive of all four groups. They strongly believe theyre being used to their potential and, similar to their in-house counterparts, have confidence in their teams ability to drive business results. However, they arent as confident as agency individual contributors that they have the right materials and equipment to do their work well. Its possible agencies have placed greater emphasis on creative production, rather than behind-the-scenes systems and strategies that ultimately manage the creative process. I feel like I am being used to my potential I have the materials and equipment I need to do my work right 4.8 5.4 6 6.9 5.6 6 7 6.2How Creative Teams Work Part 3 Creative teams are built to produce amazing creative work, not necessarily for their operational prowess. Structured systems and workflows are often lacking, leading to inefficiencies along the c