Don't get me wrong: I'm all for the well thought out question. A dash of examination. A pinch of should we or shouldn't we. But I’ve often wondered what it is The Overthinkers actually bring to the table. Sure, they manage to turn every item on the brief (all fifteen pages of it) into an event in the Second Guessing Olympics, with all of them going for the gold. But beyond that, what does it all add up to?
Every time The Overthinkers reconsider a point they reconsidered a minute ago, the work has to change, because “this time they’ve got it.”
Until the next time.
It’s the reason work is constantly being revised, rewritten, revamped and regurgitated all way up to the last minute. It’s why meetings and more meetings are held to reveal the latest insight and observations.
Until the next ones.
And it’s the cause of enormous amounts of time and confusion being unnecessarily added into the process.
Planners, brand strategists, VP's of Cultural Trend Metrics - or whatever they hell they're calling themselves this week - have managed to turn what should be a single-focused insight into a Three-Card Monty game of strategy. If you can guess which card it’s under, you win the strategy to work against.
Spoiler alert: you never win.
The Overthinkers have to keep changing the rules, because if they don’t they’re out of a job. It's like the paid consultant who has to create a problem so he can solve it, and then create another one to keep the checks rolling in.
In the name of simplicity, efficiency and a better product, it might be a good thing for The Overthinkers to take one for the team and move on.
Then creatives could execute against a simple strategy, in a short, concise brief we’d only have to meet about once.
Of course, The Overthinkers might wonder why they ever left such a cush position. The good news is they’d have plenty of time to overthink about it.
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