In last month’s poll, voters cited “responsiveness and timeliness” as the biggest value your in-house creative team adds to your firm. This month we want to learn what poses the biggest challenge or obstacle to the success of your in-house team?
We are delighted to report that our InSource Roundtable Event held in June 2011 was a success! A total of 56 participants had lively discussions in Boston, Chicago, and New York City on the topic of “The Value Equation: Creating, Promoting and Earning Value Recognition for In-House Creative Organizations.”
The communications materials produced by your in-house team need to support your corporate mission, give your company a competitive business advantage and make a positive impact on your company’s bottom line. Which means what your department creates must be of the highest quality. Therefore as a creative leader, your challenge is to keep your in-house [...]
We are pleased to announce that the InSource/Cella In-House Creative Services Industry Report is now available in print and is available upon request, with a just $6 charge for up to 3 copies to cover shipping and handling, for as long as supplies last.
Creating, promoting and earning value is essential to an in-house creative team’s success. As an in-house leader, you need to ensure your department is aligned with what the company values most. What do your internal clients see as the biggest value your in-house team adds to the company?
There are many ways for an organization to implement a software solution, whether it is an automated workflow tool, a digital asset management system or some combination of functionality that uniquely fits the needs of the organization. Hopefully, process is used to identify the needs of the organization and the solution candidates, as well as to manage the eventual selection and rollout of the final solution.
Just-in-time (JIT) labor is a customized staffing model that ensures you have the right resources with the right talent in the right place at the right time. In the past 20 years, the use of JIT labor by in-house creative groups has grown from less than 10% to nearly 30% and is predicted to increase over the next few years.
It is a clear reality that contingent workers (defined as freelancers, contractors and temporary employees—basically all non-permanent employees at an organization) are playing an increasingly larger role in an organization’s success. With this in mind, leaders of in-house creative departments need to have a strategy on the impact that this may have on their department.
No matter how buttoned up your in-house creative team is, certain client behaviors have a tendency to spring up and derail your process. In a service industry where the client is always right, the creative team is left to adapt and make it work. What ways has your team managed to deal with unorganized or unruly clients?
As much as an internal creative services department may organize and act like an external agency, there will always be some differences due to being an in-house agency. One difference needs to occur in the management of digital assets.
 |
 |
Who owns the brand in your firm?
Total Voters: 24
Loading ...
