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In this series by Raidious CEO Taulbee Jackson, we learned what the brand newsrooms is, and the reason your strategy is likely to fail if you don’t have processes in order to live in the real time marketing world. Here are pitfalls number three and four in our ten-part series.

#3. You think your company is agile. The internal communications structure for many brands will not allow for reasonable real time governance… because that has never been a requirement until recently. Again, having the nicest newsroom in the world doesn’t matter if governance issues cause a roadblock to real time response. It also doesn’t matter if you have to put all the right people in the same physical room to achieve real time governance. That might work for one-off events, but it is not a sustainable operations model – and if you do it right, you won’t need everyone in the same room – ever. The large majority of brands don’t do anything in real time, and most people work 9-5. Real time marketing is a 24-7 proposition, and getting people to think and work that way is way harder than you think. It’s a cultural issue. You’re most likely not fast enough culturally to do this well. This is where we see most brands fail with real time marketing. It’s not as much about how newsrooms make content as it is their entire cultural orientation toward real time audience development.

#4. You think someone should “own” creative. Your marketing team most likely can’t deal with the creative process requirements for real time owned media. It probably took them 5 years to get control of the website from the IT department, and PR and Advertising are probably still fighting over “who owns social media”. Your team probably has at least three to five levels of approval for most marketing efforts, all of which ultimately roll up to a CMO or VP, Marketing person who has the final say over all things creative, and tends to either have the ideas, or control the ideas. On the agency side, the CD has the ideas.

Yes, there is collaborative brainstorming, but at the end of the day, someone makes the call on creative. Decentralizing the creative function – for real – will be the most incredibly painful thing for clients and agencies alike. The best ideas and executions will come from the team that is interacting with the audience and seeing the data and feeling the flow, every day. There is also scalability and localization to think about… a Creative Director doesn’t really fit in this operational equation. That role was designed to create The Big Idea based on creative interpretation and expression of consumer perceptions – not a thousand little ideas based on empirical data. Are they related? Yes. Same thing? No way. In a newsroom, storytelling and creativity is a decentralized, individual effort where the people telling the story are expected to research, develop and execute the story, without the guidance (some would say constraints) of an overarching creative role. Trusting lots of people to make creative decisions is not easy, but it’s a real world requirement for every day always-on media.

Staty tuned for the remaining ten as we countdown the launch of the new Raidious website.