Together with the world famous photographer Don McCullin Lateral shot 10 epic shots for our ASUS and Intel clients. Enjoy the making of videos below featuring the shoot and our own Search of Incredible.
Making of Binoculars
Making of Record Boy
Making of Peacock
Making of Piano
Making of Wall
Making of Instruments
Throughout autumn 2011 we will see a lot of new interesting communication coming from one of the worlds leading computer manufacturer ASUS. Lateral has created the strategy and creative platform for ASUS’ global campaign that will promote their high-end products as well as connecting the consumer closer to the brand and it’s values.
We’ve focused on bringing ASUS’ beliefs and core values to the fore front by introducing their new slogan: IN SEARCH OF INCREDIBLE. To deliver the “incredible” we set out to work with the best, Don McCullin for campaign photography, Film director Andy Morahan for the TVC/OnlineTV and our friends Digitas in London are in charge of all digital and social platforms. To see more please go to insearchofincredible.com
Time Square New York
Launch film
Click to zoom.
Natural disasters, nuclear meltdowns, financial chaos, terrorist attacks, Gen Y liberal uprisings, counter-revolutionary clampdowns, sudden commodity scarcity, social media disruptions, emergent nation corporate competition, deep-sea-oil-well blow-ups, rising nations, falling nations — by now we know that early 21st century is different from late 20th century. But how? The answer is the sharp and unexpected rise of existential risk.
Every half century or so, the risk assumptions underlying our economic, social and political foundations change dramatically. For a number of reasons, the size, complexity scale and symmetry of risk are vastly different in 2011 than 1991. As a result, the risk-reward ratios that we take for granted, such tight global supply chains, may no longer make sense. In particular, an increase in asymmetrical risks requires a reevaluation of key issues from farmland to financial instruments, from nuclear power to the nation-state.
How to successfully deal with a new radical state of uncertainty will require leaders to reset their organizations, reframe their perceptions of problems and opportunities, and, most important, rethink the way they think. Old efficiency thinking based on engineering and rational market models needs to be replaced by a creative intelligence based on imagining, building and managing new futures.
Nowhere is this best expressed than in a IBM global CEO survey in 2010, Capitalizing on Complexity, which noted “events, threats and opportunities aren’t just coming at us faster or with less predictability; they are converging and influencing each other to create entirely new situations. These firsts-of-their-kind developments require unprecedented degrees of creativity.”
In a first-of-its-kind world, modelling past events to predict the future won’t work. They are an “if-then” construct where there is one correct answer to a known problem. Few, if any, such models contain examples of what we are seeing in Japan and increasingly, around the world — not one, not even two, but three overlapping natural as well as human catastrophies occurring at the same time, overlapping to generate entirely new, unforseen outcomes.
In my work on my upcoming CQ — Creative Intelligence, I’ve learned it’s clear that we need to move our thinking into a focus on framing a field of multiple possible problems and generatimg not one, but a number of possible answers and outcomes. It’s not a matter of training to choose option “A” or “B.” We need to learn how to create option “C” to fit problem “Z.”
For example, in Japan, the utility company believed its nuclear problem was water — not enough water to cool the reactors and ponds. Trained for 40 years to think this way, Tepco technicians wasted three days trying to move massive amounts of water. Reframing the problem to see it was one of electricity, not water, could possibly have prevented the radioactive leakage. Bringing in gas-fueled generators by helicopter on the first day after the tsunami (as General Electric, designer of the nuclear reactors, suggested), might have prevented the explosions and even saved the valuable reactors for future use. In the end, after destroying the reactors with sea water without cooling them sufficiently, Tepco did decide to bring electricity to the nuclear plants. But did it slowly over several days by extending overhead wires.
In a world of higher existential risk, agility of mind, flexibility in organization and redundancy in capacity will be critical factors in mastering the kind of complex risks and opportunities we increasingly face. The kind of thinking generated by scenario planning, video/war-gaming, and design thinking need to move from the margins of corporations and government organizations to core strategic positions. They need to be embraced by leaders to enable them to deal with a world of radical uncertainty.
(article is taken from Harvard Business blog, written by http://twitter.com/brucenussbaum)
Simple, engaging, entertaining, and on brand, here’s Mini’s new campaign:
Will be interesting to see if the campaign takes off from day 1 or if it’ll peak during the last hour day 7…
LightSpeed Mobile – Meet Your Customer – Sick from Xsilva on Vimeo.
At Lateral we still encounter brands that divide their consumers into bluntly identified target groups. We see people being segmented depending on their age, purchase power, sex, likes, dislikes, rural, urban, etc.
We also see a lot of brands treating social as “just another media channel”, trying to push their latest one way campaigns for free.
When mixing bad social media behavior with bluntly categorizing the recipient, interesting things happen: You don’t reach your goals, your investment goes down the drain and if you’re unlucky you can even harm your brand. Remember consumers have reclaimed the megaphone and they are talking about you, regardless if you like it or not.
Here’s a little quiz:
- How are you using your facebook group, besides spamming people without any purpose whatsoever?
- What are you doing on Twitter, besides pushing out internal brand messages?
- When did you actually read a blog post comment talking about your brand?
- Have you ever replied to someone who had something to say about your latest TVC posted on youtube?
Here’s a little quick guide: It’s time to start treating everyone as individuals. And if you’re bothered using social media use it for what it is, a communication tool and not a megaphone.
Mostly the simple and straight forward solutions are the best. When you see work you get a bit jealous of… when you think “Darn I want to do that…” then it’s normally good.
Panasonic’s earphones displayed below are a great example. Imagine standing in front of a big display of earphones, all the brands are there, different price ranges. Question is which one to choose? Suddenly you see these, admit they would get your attention, making the Panasonic brand stand out in the crowd. The brand talks to you, saying; We know what you need, because we know music.
But the simplest solutions are not easy to crack, the most obvious ideas /designs / strategies, once ready, are normally those that took the longest to come up with. As mark Twain once said: “I didn’t have time to write a short letter, so i wrote a long one instead”.
