Mark Pollard, SVP and Director of Planning Innovation at Saatchi and Saatchi and CEO of Stealth Magazine, voiced the following:
The big idea versus small idea debate is dumb. In reality, there are only ideas and "some thoughts I've had." He defines an idea as "the bringing together of things that don't normally exist together in a way that makes better, more useful sense. An idea is the output of this act." A changing world calls for changing ideas. From a planner's perspective, ideas should be in the strategy from the very beginning. Whether they're big or small shouldn't matter, what matters is, is any of this good?
Why you shouldn't limit your ideas (according to Pollard):
1. If you're a planner and you're not putting ideas into strategies, I really don't understand what your role as a planner in an agency is. The role is supposed to be about the un-obvious made poetic and compelling.
2. Ideas (big and small) should be riddled into everything; a new twist or turn can be added to all executional elements.
3. The more I do this job, the less I believe in one strategy; execution makes strategy live or die. More rapid and earlier exploration of multiple strategies and creative ideas together is something worth exploring.
"The big idea versus small idea debate is not worth having - I truly hope it disappears so we can focus on the power of great thinking - and making it happen as often as possible."
The big idea versus small idea debate is dumb. In reality, there are only ideas and "some thoughts I've had." He defines an idea as "the bringing together of things that don't normally exist together in a way that makes better, more useful sense. An idea is the output of this act." A changing world calls for changing ideas. From a planner's perspective, ideas should be in the strategy from the very beginning. Whether they're big or small shouldn't matter, what matters is, is any of this good?
Why you shouldn't limit your ideas (according to Pollard):
1. If you're a planner and you're not putting ideas into strategies, I really don't understand what your role as a planner in an agency is. The role is supposed to be about the un-obvious made poetic and compelling.
2. Ideas (big and small) should be riddled into everything; a new twist or turn can be added to all executional elements.
3. The more I do this job, the less I believe in one strategy; execution makes strategy live or die. More rapid and earlier exploration of multiple strategies and creative ideas together is something worth exploring.
"The big idea versus small idea debate is not worth having - I truly hope it disappears so we can focus on the power of great thinking - and making it happen as often as possible."
My turn:
Size doesn't matter. There may be an initial idea that is affectionately called "The Big One," but if you look at the entirety of a campaign, from its conception to its execution, smaller ideas are only added to "The Big One", increasing it's size but, more importantly, improving its quality. The "big idea" is a springboard, a rocket launcher, a slingshot. The "small ideas" keep it flying.
Size doesn't matter. There may be an initial idea that is affectionately called "The Big One," but if you look at the entirety of a campaign, from its conception to its execution, smaller ideas are only added to "The Big One", increasing it's size but, more importantly, improving its quality. The "big idea" is a springboard, a rocket launcher, a slingshot. The "small ideas" keep it flying.
When the BIG idea talks:
It says to clients, “Rest assured, I will not lead you off a cliff.”
It says to consumers, “I know the brainpower it took to make you tweet about how great I am.”
It says to agencies, “Build on me if you want to look really smart.”
The BIG idea isn’t something to be tossed aside because it does have a reassuring voice, but when coupled with a war-worthy strategy and smarter, albeit smaller ideas, it turns into the Goodyear blimp.
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