2010 is an important year for all of us but especially so for InSource. Why? In 2010, we’re making a promise to our members to get back to basics and that means a return to the very things our members told us they liked most about InSource. Glenn Arnowitz and Andy Epstein began with a vision years ago to bring inhouse creative leaders together around a table to discuss issues close to the heart of everyone. The funny thing we discovered by doing this: the issues were common across the board. These roundtable discussions yielded some great “best practices” that were found to be the real value of InSource. InSource was born out of this idea of sharing.
In this tongue-in-cheek article, Glenn John Arnowitz, InSource co-founder, changes the names to protect the innocent of those who violated their company’s logo standards. The article goes on to offer suggestions on how to help manage the corporate logo and/or identity standards.
Does your department charge internal clients back for time spent on projects? Take this short opinion poll, and comment on your experiences.
The other day someone asked me to write a blog article about the common LinkedIn mistakes. I did some searching on this and found there are many articles already published about this, so instead I thought I’d write about the 20 ways to make LinkedIn work for you.
Go ahead, laugh, but you know how true these “client” comments are to this rather simple design. Larry Legal, Art D. Rector and Dr. Downer all “chime” in on this holiday creative layout.
letter from InSource President Andre Paquin speaks candidly about the challenges that InSource members face these days and the real value in InSource as “the resource for sharing experience, information and tools that empower in-house creative decision-makers to run their business.
In addition to reporting on the annual meeting of the leadership board for Insource, he identifies the major accomplishments of InSource in 2009 and previews a solid plan for 2010 that will enrich the professional lives of InSource members.
As the year draws to an end, many managers of creative departments are facing one of their least favorite supervisory responsibilities: conducting annual reviews. While the employee-evaluation process can be time-consuming, performance reviews are opportunities to motivate staff, assess training needs, reinforce organizational values and clarify your employees’ career goals.
You’ve heard it a million times…okay, maybe dozens of times. You have to get out there and network to make an impact on finding a job. The old way of searching for jobs is so passé. It’s just not effective any longer to have your resume on job boards, to set up search engine bots, and to keep replying to online postings. You have to put it all out there folks. Get out and talk to people. I know…it’s a pretty scary thing for the average person. But, for an introvert, multiply that times ten.
I was a graphic design major in college (Miami University in Oxford, Ohio) and had a chance to be involved with a program called Laws, Hall & Associates, a student run ad agency that serviced real, paying clients. I loved it so much, I took the class three times, and ended up becoming President my senior year.
This month’s interview features a conversation with Shel Perkins, exploring some of the challenges that face in-house teams today.
Q: Tell us a bit about your background and credentials.
A: I’m a graphic designer who is very active on the business side of professional practice. I’ve managed the operations of leading design firms and consulted with a wide range of creative services organizations in both traditional and new media. I also teach professional practices in an MFA program.
Q: As a frequent lecturer, what topic are audiences most interested in?
A: Right now, everyone is worried about the recession. Apart from that, I’m often asked to do presentations and workshops related to intellectual property, designer/client contracts, project planning and tracking, new business development, pricing and proposals, teams, financial management, and ownership transition.
Q: What is the biggest challenge facing today’s in-house teams? How has this changed from even 5-7 years ago?
A: Corporations are more aware than ever of the importance of effective and comprehensive branding. There’s also increasing pressure on U.S. companies to innovate in order to remain viable. Successful in-house teams have positioned themselves at the center of these issues.
Q: Do you see more companies investigating an in-house agency business model given today’s economy?
A: Yes. To function at the highest possible level, I think it’s important to recruit, manage, and market in-house creative resources very much like an independent consultancy.