Find out more about Zopa at their website http://uk.zopa.com/ZopaWeb/

His name is Jont and he writes ‘achingly lovely melodies’ says Uncut and is ‘rather marvellously like Bowie in his happier moments’ says Artrocker. Put better than me but you can check his music out yourselves here.

But Jont’s music is only half the reason I like him. Not because it’s half-good but because it’s only half the story. And it’s a real Challenger story.

So he’s a young bloke trying to succeed in an industry which is not only famously difficult to break into but is famously broken itself. And of course that is a struggle. Like so many other unsigned indie dreamers he is up against the mainstream music machine with no budget and no backing and he knows he needs to think and behave very differently if he is to succeed.

ATTITUDE:
And it starts with attitude. Jont has absolute faith in his own music. He is a true Believer – not only in his ‘product’, if you like, but in himself and also in others. He is an idealist and an optimist but crucially he’s an opportunist too. Open and able to see everything as an offer – willing to meet and talk, ready to say yes, to empower himself and others to try stuff out. Naive maybe but intelligently so.

And it’s how stuff happens.

….Like the time in LA when a conversation with a stranger at a free gig he put on ended up with him having a song included in the Hollywood movie Wedding Crashers. Not an obvious fit and therefore not in the actual film itself no, but in the credits. A sort of downside as none of the mainstream American Crap Comedy fans who actually paid to see the film got to hear the song as they had already left the theatre. But then this turned out to have an upside too. The Indie Kids, real cinema fans and potential Jont fans, working as cinema ushers across America that summer heard the song while they swept popcorn and picked up rubbish and fell in love with each other. And happily they fell in love with Jont’s song too and they weren’t shy about it. They told Jont, they told their friends and helped this young music maker to grow his support amongst just the right sort of crowd. Jont was appreciative of course but also opportunistic. He wrote a song called For The Ushers and put it out there as a thank you. And of course they loved that even more. The story and the song became a sort of conversational currency for many and an access point for more people into the community and the culture that Jont was beginning to nurture.

BEHAVIOUR
So actually being opportunistic is not just an attitude for Jont it is a practice and a behaviour that he takes very seriously and dedicates himself to. After all for the Challenger opportunity is something you create rather than take, down to a conscious behaviour more often than happy accident.

Of course when it comes to Challenger behaviour Jont points out that it is also down to ‘a lot of hard work’. He is not just committed to writing and recording in his spare time but over-commits to it all of the time. And he clearly doesn’t stop. ‘When will he?’ I ask him ‘What’s the ambition? What does success look like?’ Jont laughs and I am only slightly surprised to hear that it looks like a ‘a big label, a world tour, sponsored and supported to play in front of millions of crying fans and not able to get a cup of coffee from Leila’s on the corner without a mob’. A pretty conventional measure of success then yes, but it turns out he has a pretty unconventional plan to achieve it. And one that many are happy to help him with.

STRATEGY
Like so many others in his generation Jont uses the internet to share his music ‘freely and with a spirit of honesty and openness’. A strategy although at odds with the industry’s traditional obsession with ownership, protectionism and exclusivity does suit the principles of the online world and the spirit of his many dedicated fans that are growing in numbers from Bethnal Green to Brooklyn and beyond. Like so many MySpace musicians, Jont hopes that in this way fans will act not just as an audience but as promoters and distributers too – as indeed they often do. But Hope is not method enough for Jont. Instead he has found a very simple and yet very powerful way to harness the structure of the internet and the openness of his fans not just to share his music in the virtual world but to formalise an alternative strategy to create breakthrough and find success in the real world. A clear and fixed plan that is at the same time fluid and open, a clear set of rules to play by although they are new ones.

It is called Unlit – the name of Jont’s zero budget world tour that allows him to play to new audiences at every gig and build a network of fans, distributors, promoters, event organisers and marketers from the streets up. The simple concept of Unlit is that Jont maps out a tour route across different cities in Europe and America and his online community of fans, who like his music and this method, can volunteer their homes as a tour venue for a night of Unlit music and magic. Jont describes it as a ‘cross between a gig and a house party’ put on by a ‘certain type’ of fan who is willing to open their house up, not as a private gig for friends, but as a genuine public venue complete with an open door policy to the Jont community from across the city and to strangers on their own street. ‘People love it or hate it’. He says ‘ It’s pretty self selecting in terms of hosts and venues’.

The value to the hosts Jont says is not just to hear great music and meet great people in their own front room but to be part of a ‘culture of openness, to really connect’ with like-minded once-strangers in ‘real time and in real space’. It’s a new idea in the digital age, in an increasingly closed culture of fear and suspicion. But it’s an old idea really – an open and trusting way to behave – simply opening your door to your community.

The value to Jont is clearly not commercial at this point but this is just the beginning. Unlit is about building momentum for his music and his message from the streets up. Literally. It’s a global tour at a local level. And it’s not just about performing, and the perfect pressure to constantly write and record new music, but the ability to genuinely get feedback. Not just the instinctive feedback from a big crowd but also the intimate feedback from an audience able to share their own thoughts and ideas with the performer in a two way conversation after the gig. ‘I change stuff, I get lots of ideas, contacts and connections …always leading to something new and different’. Always something bigger.

So like so many others it turns out, after hearing Jont talk on the radio, I feel compelled to show my support not just for his music but for his own personal courage, determination, creativity and commitment. I identify not just with his music and his underdog status but his beliefs, his behaviour and the culture that he had invited us all to be part of. Meeting him the other confirms all this and so yes, tonight is the night. The best gig in town will be going on in our garden at 58a Wickham Road, Brockley. London SE4 1LS.

I don’t have much experience as a venue manager or tour promoter but I do pour a very nice glass of beer and might even put out some cheesy snacks. So Challenger people, forget your usual Tuesday night plan or bring them along. Head to my house. Hope for nice weather. Come and say Hello.

Yes England are out and we are down. But listening to Russell Grant talking on the radio this morning we are not going to change our footballing fortune for a very long time if we carry on with business as usual. Russell Grant is a celebrity astrologer in the U.K. But his prediction of the future devastation facing British football does not come from his reading of the stars or his own psychic powers but from his ongoing work over the last 30 years as an active campaigner for grassroots community football clubs.

In short Russell says that financial pressure, private interest and corporate greed are killing the beautiful game at its roots and that the obscene corporate and consumer obsession with premier league football, fame and fortune has ironically cut off support for the kids and the communities that have traditionally provided the talent that we so desperately need. Until this is challenged and changed, Russell argues that we are not going to be able to establish the conditions and necessary commitment to nurture and support the next generation of players.

At least at a local level this makes scary sense to me. In the last few years we have seen councils selling off football grounds to be run by private companies, who then rent them back to locals at twice the hire cost, and schools selling off their playing fields to developers so they can raise necessary cash to fund academic facilities.

But football is not my game so I’m turning to Jude on this one. Jude is our film-maker at eatbigfish but he is also involved in our local community football club – Fisher FC in Bermondsey – so a few questions about grass roots football and the importance of investment community vs. corporate finance when it comes to our national team’s future success.

Why does Fisher FC exist and how does it survive?
Fisher football club exists to provide opportunities for young people to play football, keep fit and healthy, learn new skills and grow in confidence. We have a senior side who play in the Kent League Premier as well as a number of youth sides aged between 11 to 16. We’re a not-for-profit, community centred club wholly owned and run by its members. Everyone from the staff, management and players to the kit lady and the secretary works as volunteers. The club survives solely through money raised by membership of the club, gate receipts and donations by supporters plus a trickle of money through programme and merchandise sales.

What are the issues facing your club? How are these common across the country?
The big issue facing our club at the moment is the fact that we do not have a ground of our own and live a nomadic existence having to rent at other club’s grounds. The club used to have a long term lease arrangement with the local council and we played at a purpose built stadium for over 20 years but the ground was sold in 2003 and the owners have since applied for planning permission to build flats there. Pitches and grounds being sold by councils for development is widespread across the UK and many clubs find themselves in a similar predicament to us it seems.

What are the implications at this level for our national team?
The game suffers from an astronomical void between the wealth and facilities at the grassroots level and top levels of the game. A lack of facilities and grass pitches at local level means young kids don’t have the opportunities to play organised football, develop their skills as players and go on to fulfil their potential. As a consequence we have a smaller pool of home-grown players with the required technical ability to play at the highest level and ultimately it’s the national team who suffer.

Do you agree with Russell?
Absolutely.

What do you think needs to be done?
Investment needs to come down from the professional level and the premier league in particular to make football accessible and engaging to the wider community so we don’t have a situation like we have at the moment where the professional clubs have a monopoly on the wealth, playing facilities as well as the development of young players. The premier league received £1.4bn in the latest overseas TV deal alone, if just some of that money could be distributed down to the grassroots level we could prevent local pitches being sold off and invest in making football the open, diverse, accessible and enjoyable game it should be.

Are we going to win the world cup in Brazil 2014?
No chance. A seismic shift in the structure of the game and the way it is run could see us as an outside bet for 2018 however… Fisher Football Club (http://www.fisherfc.co.uk/)

Cheers Jude.

Leaving aside the inherent meaning, value and reward that grassroots football provides local communities, and focussing purely on performance, profit and international success for England in the future, here are three simple bits of advice for the Football Association from Astrologer Russell Grant and our Jude from eatbigfish.
1. Act local to win global
2. Focus on play not profit
3. Corporate backing is no substitute for community investment

Good advice for any global Challenger I say…

Image courtesy of Riverford Organic Vegetables

I delivered my first veg box in 1993 having spent the previous 7 years growing organic vegetables and selling largely to supermarkets. From the first delivery the appetite of customers to get closer to, and know more about, how their food was grown was obvious. By 2003 our veg box home delivery had grown to a level where we were able to turn our back on Sainsbury and take control of our own destiny. In the place of a single buyer with no interest in us or our product (beyond its ability to generate a target margin per foot of shelf space) we had thousands of customers who loved the vegetables for their flavour, were interested in how we grew them and even in us: me, our fellow co-op growers and staff.

Many customers liked the feeling of joining a “club” and were evangelical in their support. The source of their support and feeling of belonging was diverse and not always clear to them or us but it went well beyond us just being organic; trust, a challenging of the norms of the food industry and a sense of fairness were central shared values.

Monologue and downfall
I had been writing a newsletter with farm news and recipes since the early days which slowly grew into a website and customer services department. We welcomed feedback (mainly over quality and the balance of veg in the boxes) but the communication was largely one way; we were the experts and did the talking, the customers did the listening; a bit of a pyramid with a monologue coming from the top. Not really a community.

I have always had a hankering for a more participative structure (which led to forming a co-op on the supply side in the 90s) but as the business became more successful, and we struggled to deal with the demands of 80% annual growth, such philosophical musings were buried by a series of building projects, joint ventures and endless recruiting. We were failing in the need to communicate with ever larger numbers of people both internally and externally.

It all came to an end in the spring of 2007 when, quite abruptly, the phone stopped ringing. The response to leafleting, which had served us well for twelve years, fell from one or two in one hundred to one in fifteen hundred. There were probably many reasons: the first scent of an impending recession, mainstream media falling out of love with organics, a more crowded market place as we were joined by other box schemes, farmers markets, fair trade etc. It was, however, at least in part, self inflicted – the result of complacency, a little arrogance and not enough listening. We had been riding a wave for ten years, doing the right thing at the right time. We didn’t have to be that great to succeed. People seemed to like what we did so all the effort went in to doing more of it.

Towards Dialogue and community
In 2008, still unsure why we were struggling, I set off on a cooking odyssey; taking any opportunity to cook and eat with customers, ex customers and their friends. I cooked in my converted bus, in camps in the woods, but mostly in home kitchens, sharing the meals in small groups while talking about vegetables, farming, how we ran the business, but mostly about cooking and how the veg boxes fitted (or didn’t) into their lives. I learnt a lot of small things about how we could pack better boxes and was surprised to find that 40 to 50% of those sharing the meals subsequently ordered boxes without any overt selling on my part.

Advertising never worked for us and, over the last three years, we have largely abandoned other conventional sales routes like leafleting, trade shows etc. In 2009 we put half a million aside in the budget for marketing activity but spent less than 100k because it was far from obvious that spending money would fix the problem. Instead our sales and marketing efforts have concentrated on a mixture of doing original, challenging and enjoyable things that people will talk about and on generating opportunities for good quality conversations with potential customers, ideally with some existing customers present. Engaged customers often turn out to be much better advocates of the boxes than my staff. Both these routes have involved spending very little cash but they have taken up a lot of management time. They are dependent on building relationships, and as we are all different, so are the relationships.

A community of Riverford cooks
I notice from my laptop that in early 2009 I opened a file called “building community”. From my small scale efforts at conversations around food it became obvious that we somehow needed to multiply things up many times to have a significant impact. But scaling up for a larger business is difficult to do in an authentic way. Given that our business is dependent on people cooking, building relationships with like minded cooks (those inspired by seasonal ingredients rather than fancy recipes) was the obvious route. We decided to invite twenty of them to Devon for the weekend. The aim was to discuss how they might get involved with us as a way of helping to engage, enthuse and upskill customers and potential customers, while helping the cooks make a living doing what they loved. There was no set agenda. We wanted to listen more than talk. It was during the weekend that someone pointed out that what we were doing was building a community.

Control or confidence
Towards the end of the weekend we tried to nail them down to some more specific activities – home cookery classes, lunch and supper clubs, pop up restaurants etc. This would help us to support them in a cost effective manner. However it immediately became obvious that, much as they liked what we did and stood for, they were not going to be nailed down to anything. They liked the idea of a loose community but were independent and would do things in their own way. This is something that a large production company finds hard to deal with; we thrive on systems.

But I am an anarchist by nature so find this loose, free form development exciting. If we are authentic, consistent and confident in our values, the community we build around us will be a close enough reflection of Riverford without the need for rules and overt control. To date the cooks have been mostly self selecting; the ones that are attracted to us seem to be the ones we would want to work with. In nine months our network of cooks has grown to about 50 and is supported by one full time facilitator.

I do not blog, twitter or face book. It obviously has the potential to reach many quickly but I am sceptical whether it will hang on to them. Personally I have no desire for my life to be mediated in this way. From my limited exposure, most content seems self indulgent, poor quality and uninspiring. We are now making a bit more effort as a company but I would be surprised if this ever has more than a supportive role (sharing recipes and experiences of successful events etc) to more sensual, face to face shared food experiences.

But is it right?
Community, as a means of building a brand, has become the latest marketing phenomenon for those forty something, t-shirt and jacket wearing, marketing experts to peddle. Perhaps I feel uneasy about this attempted exploitation of another aspect of our lives for commercial ends and suspect it is completely unrealistic for most products and services. We are an exceptionally value-driven business with a product (shared food) of exceptional cultural significance; we genuinely have a lot to contribute to a community. Trust, shared values and/or shared experience is at the centre of any community and with us this has been built up over many years of behaviour and honesty. I plan for the business to become progressively employee and customers owned over the next 15 years.

Even for us the jury is still out as to whether building this “community” of people and interest is a sensible way to be spending our time in commercial terms. It is fun, feels right and is a natural extension of what we do anyway; even then I suspect the pay back will be very slow and it will never be a substitute for doing the basics well – growing great tasting vegetables sensibly.

Guy is the founder of Riverford Organic Vegetables.

On Wednesday evening June 16th, four CMOs and two CEOs walked into a downtown San Francisco restaurant to debate the following:

The strongest, most enduring, and inspiring brands are not built by marketing campaigns alone. Perhaps more important is the shared culture they create among the people who live the brand’s mission. There must be a strong connection between internal culture and external promise. In your experience as a CMO/CEO of the business, what are the best practices you have seen in ensuring alignment between these two — brand promise and internal culture (and perhaps a few “less than best” that we could learn from)?

The food and wine at Perbacco were excellent; the discussion better still. Everyone was promised confidentiality around the specifics, but agreed to allow the main themes to be summarized in this blog. Anyone who is trying to use brand and identity to create momentum for a business, large or small, can learn from this conversation. Thanks to Peter Boland, Managing Director, Black Rock for sponsoring the event.

Attendees were:

Gary Briggs, CEO of Plastic Jungle, former CMO of ebay
Alastair Dorward, former founding CEO of Method, now starting up another company
Kerri Martin, former CMO of MINI for first 5 years of launch, then VW, now running the Gallo business for BBDO
Kevin McSpadden, former CMO of Timbuktu and now founder of Think Brand New
Rhonda Ramlo, just recently CMO of Dreyer’s
Amy Schoening, former CMO of Gap, Inc now founder True Story Branding
Peter Boland, Managing Director, Black Rock
Caroline McNally, Director, Marketing, iShares

First, no one questioned the premise of the statement. All attendees are clients of eatbigfish, and all buy into the idea that being a belief-driven organization is essential to being competitive today (especially critical for the Challenger) and that brand is a manifestation of culture as well as a driver of it. This conversation was not about Marketing per se, but about identity — the Big Why.

Alastair Dorward, former CEO of Method holds forth while Amy Schoening looks
on.

The group quickly decided that getting the CEO on board first was critical. On this issue the discussion was animated. We shared tips, tricks, successes and failures, a few F bombs and some table pounding. I’d characterize the discussion as one part Missionary, one part Machiavelli, seasoned with some Dale Carnegie. Here are the main themes:

1. Know what you want. There’s just no substitute for a clear plan and some definite asks. Ambiguity kills progress faster than a Republican filibuster. Get the story down, rehearse it, deliver it with confidence.

2. Be relentlessly positive. People want to believe. Belief and purpose are a basic human need and all the latest data reinforces that people — and brands — need it (see my article from New Media month – Getting The Word Out).  Yet fear in the face of change is just as real and makes everyone feel nervous and appear schizophrenic as they inevitably shrink from the difficult mission. You have to stay on it. Think of it as an internal campaign.

3. Apply all the same skills and rigor of your outbound marketing to your internal marketing (what Kerri Martin calls “Invertising”) — it is just as important and just as difficult to get right. Who are the audiences? What are their motivations, needs and biases? How do you craft your message to get their attention? What ‘media’ do you choose?

Kerri Martin (Invertise before you Advertise)

4. Get to the top. Suss out the CEO and where s/he’s coming from — if you don’t have a CEO that gets the importance of identity and culture this will be a fool’s errand. And find that personal avenue. They need to “find themselves in the story” or they won’t care, so your pitch must be as personal as it is professional. Yes, there must be a robust business case, advanced using the language of the CFO. But unless you can connect the organizations core belief to the CEO’s personal story, they’ll find it hard to walk the talk with you in a way that is authentic.

An amusing moment instigated by Gary Briggs (close to camera) and
Kevin McSpadden

5. Work the Internal Influencer Model — just as in the outside world, there is an Influencer Model at work internally. The CEO’s opinions are always shaped by 2-3 trusted advisors. Know who they are and what’s on their agenda. If you can get one of them to advocate for you, do it and get out of their way. If you are one of the trusted advisors leverage it hard. If you have done all the hard work to define a meaningful, purpose-driven strategy to this point, what is more important than this? Commit.

6. Use Fear & Greed — these are still the most powerful drivers of behavior, especially at the top. What’s keeping them up at night? Help them with that. How will this help them succeed? Your identity must clearly connect to that.

Kerri Martin holds court.

7. Do NOT take their word for it. The only way to know for sure that the CEO is really on board is to have the identity drive substantial change to the product/service offering. If s/he is still on board after you have changed that, then you know it’s for real. So do that and do it quick. Until that’s done a change of heart could pull the rug from under you. There are other short-term things that you can do to move in the right direction — launch events, an internal venture fund where you make your marketing dollars available for people’s ideas on how to bring the purpose to life internally — but there’s no more powerful signal than the “product”.

Rhonda Ramlo listening intently, as ever.

8. Change how and where people work — few things work better than taking down walls, having people not sit in functional silos. The identity needs to unite all your people and there are physical, tangible ways to encourage that unity. Make them identify with the organization, not their function.

9. Change who you hire — Marketing should run recruitment, simple as that. Your ability to execute the strategy is all about having people who come to you “pre-aligned”!

Tony Hsieh CEO Zappos explains how their company values drive their recruitment

At eatbigfish we are very clear that “having great ideas is the easy bit” of any strategy and that great execution is the hardest by far. In The Pirate Inside, Adam detailed many of the personal qualities and cultural conditions necessary for successful follow-through and I couldn’t help wondering if getting the great stuff out the door isn’t just as big a fish as any competitor and should be analyzed with just as much rigor and creativity. Many of our CMOs told stories of great ideas that didn’t make it, or were diluted along the way. So this dinner served to underscore just how important the internal campaign is and just how tricky that can be. I hope the 9 tips above really help anyone who senses the presence of that Big Fish. Good luck in there.

Mark Barden is the West Coast Partner at eatbigfish

This month we’ve been talking about community. What makes it? What breaks it? What it feels like in our local neighbourhoods? What it looks like on the world-wide-web? What meaning it has in life and what value it has in business?

We’ve been in the streets of London and New York and on a farm in Devon, we’ve covered community brands that sell clothes and cars, that exchange money and ideas. We’ve talked to businesses and charities, to artists and musicians and we’ve still got a community lunch to attend in a yurt on the Holloway Road and a mini music festival to organize in Liv’s back garden… so lots of fun, lots of learning and some highlights to share.

P.S. If you want to comment or contribute to content you can do so in the comments section – you don’t have to join up or sign your name at the door. And if you have something to say but prefer one-to-one conversations rather than public speaking then you can email Liv on olivia@eatbigfish.com or call us in the office.

The brand world’s current obsession with ‘Creating Communities’ is not surprising really. It’s the logical evolution in brand communication from the autocratic to the democratic. We’ve long since rejected the one-way brand monologue in favour of a two-way conversation with our consumer so we can immediately see the value and reward in creating active consumer communities who talk not just to us but each other. And of course the internet’s ability to break down traditional geographical boundaries has made the idea of global communities of brand fans possible with communication and collaboration easy and efficient.

But before we get too excited by the opportunity the internet offers us to create our own global brand community, before we start setting up face book groups, twitter accounts, myspace pages and youtube channels we should remember that while the internet may indeed replace the fixed geography of the streets with an open and accessible virtual network. It is not the streets or the network that make a community. If we want to establish a genuine community for our brand and consumers it is up to us to establish the right conditions upon which a community can be built, nurtured and thrive.

For those conditions we need only to look to the real world. As any wise anthropologist or frustrated city planner will tell you communities are not the inevitable consequence of social grouping within a specific geography. A community is something very hard to ‘create’. Building a brand new estate with a shop, library and a church at its heart doesn’t make a community – and throwing in a pub or a park doesn’t guarantee it either. There are social conditions that need to present and collective behaviours that need to be nurtured for communities to evolve. To feel part of a community people need to share a sense of purpose, a common set of values and beliefs. And for the community to grow and thrive it needs to draw on collective resource and a culture of support and interdependence to meet common needs and defend against shared risk.

Just as real life communities are not simply made up of people living on the same street, so brand communities are not made up of a number of people who have given you an email address. But of course many a Big Dumb Company makes this very mistake. Whether buying a washing machine, a tire or a packet of crisps the consumer today is invited or co-orced into signing up to the brand ‘community’ – as if establishing the structure of community without a culture to belong to is enough. Of course people may well join your community, it may be so easy or so unavoidable that they do sign up. But lets not fool ourselves, even in this age when ‘consumerism is the new religion’, no sane person sits down with friends in the pub discussing membership to recent sports, book or speed-dating clubs and proudly declares that they have become part of a new ‘washing machine community’ just because they bought a new fluff filter online and forgot to tick the box that said ‘please don’t contact me’.

In order to invite people to willingly become part of your community, yes access needs to be easy, but first you need to establish and communicate to potential community members what (beyond the product or service) your brand’s purpose is, what your values and beliefs are, what you stand for and against. So that your potential members can decide whether or not to join your community and support your cause.

Of course Challenger brands do this naturally. They don’t reverse the abstract idea of community into their brand offer. Instead they build their brands upon a clear set of beliefs that guide their entire business. They establish a cause and communicate what it is about their category or the wider world that they want to challenge and change. It’s these beliefs and this cause that attract like minded consumers to a community that seeds itself around the brand.

And because the Challenger is belief driven rather than solution driven. It is able to genuinely open up and reach out to its users for insight, ideas and problem solving, gaining strength through outside contribution rather than being undermined by it. And as the Challenger can’t rely on costly paid for communication to spread its brand message and ambition there is immeasurable value and benefit in harnessing the collective people power of a consumer community who are willing and able to champion its brand, beliefs and cause.

At its best a brand community offers an open forum for valuable discussion and debate, enables consumer participation in brand ideas and even the co-creation of products and services, the community can help raise awareness and support for a brand and a cause that its members believe in. At best the community doesn’t serve the brand but both brand and community work together for the common good. After all this is what community is all about. And for those brand communities that fail to mutually support and benefit their members? Well its all power to the people… they walk and they talk…

Olivia works for THE CHALLENGER PROJECT from eatbigfish’s London Office.

THE
FUN
POWER
AND
MAGIC
OF
COLLECTIVE
CREATIVITY

It also helps us to understand the essential attitudes and behaviours that each participant needs to adopt in order for the wider team to successfully co-create.

So the idea is to tell a story as a team each person adding one word at a time.

Click here to download the rules to play with your team.

A story that celebrates the power of collective creativity, and the energy and efficiency of the biggest innovation department in the world.

Find out more about the company here.

Animation by Phillipa McIndoe