Bridging Creativity and Real-Life Change with Ogilvy’s Elise Alverson
Elise Alverson is a strategy director at Ogilvy who has spent the last six plus years exploring the many offices, clients and projects within the Ogilvy network - and there has been a lot to keep her busy. While working in Chicago, she developed and launched fragrance collections for the candle maker Glade, crafted an immersive museum in London that educated visitors on the ocean plastic crisis, and helped the well-loved soap brand Mrs. Meyer’s grow big without growing bad. Since moving to New York, she has found ways to reinstate the iconic brand Absolut to its rightful place in culture, helped bring the Jameson business to Ogilvy, and even worked alongside Paris Hilton to launch her new memoir.
Elise is passionate about creativity in all forms, both in work and in life. It’s what she loves most about her role as a strategist - being able to make an impact with creativity - and it is also what excites her outside of work (the art scene in New York City definitely had an influence in her decision to move there.)
Find out more about her approach to strategy below.
LBB> What do you think is the difference between a strategist and a planner? Is there one?
Elise> I’ve found that people use these terms interchangeably, and each has a personal preference with slightly varying definitions. As the capabilities of the discipline become increasingly integrated, they become more synonymous.
LBB> And which description do you think suits the way you work best?
Elise> I prefer ‘strategy’ because it feels more multidimensional. To me, the word ‘strategy’ suggests nuance and overcoming challenges, which feels more appropriate to the job than the term ‘planning’ which sounds more linear in nature.
LBB> We’re used to hearing about the best creative advertising campaigns, but what’s your favourite historic campaign from a strategic perspective? One that you feel demonstrates great strategy?
Elise> The work that I most admire finds a way to bridge creativity and real-life change. In the last few years, I have found that strategy is most valuable when it delivers a real impact on a business, people or the world through creativity. There is so much brilliant, creative thinking that happens within the walls of an agency, so why limit ourselves to messaging?
One brand I think does this beautifully is Corona. Their strategy is so solid that they’ve created a permanent creative springboard to solve real-world problems and build their brand. I loved the Plastic Fishing Tournament that won at Cannes a few years back. Not only did it harness the brand’s power to solve a relevant issue in the world, it also strengthened their associations with beaches and paradise.
LBB> When you’re turning a business brief into something that can inform an inspiring creative campaign, do you find the most useful resource to draw on?
Elise> I find it helpful to put the problem in human terms, and to dig into any resources that give a real person’s perspective on the issue. My favourite starting point is to read opinion pieces on the given topic. Journalists have a way of making a complex topic succinct. Their writing is often beautiful and nuanced, and there’s always a unique angle to a piece. I like to borrow inspiration from those who already did a deep dive into the topic.
LBB> What part of your job/the strategic process do you enjoy the most?
Elise> I love the simplification phase of strategy. While I’m always eager to dive into the early, immersive and messy stage of a project, the real satisfaction comes from the unlock. I love when the pieces click together and I can simplify something complex to amplify the parts that are most important.
LBB> What strategic maxims, frameworks or principles do you find yourself going back to over and over again? Why are they so useful?
Elise> Because creativity is just putting two things together in a novel way, I love using intersection models (the classic Venn diagram). They may be simple, but they balance flexibility with force. Intersections help ensure that all the pieces of a narrative – consumer, culture, brand, you name it -- flow together, and help spark creative ways of looking at elements of a brief that are objectively true.
LBB> What sort of creatives do you like to work with? As a strategist, what do you want them to do with the information you give them?
Elise> Creatives who see strategy’s ability to strengthen and inspire their ideas, instead of seeing it as a restrictive force. I feel like the best processes happen when the two disciplines work together – I love when creative teams share input on briefs, and strategists help to strengthen ideas along the way. It creates a positive feedback loop of sorts, where the ideas get stronger through collaboration each step of the way.
LBB> There’s a negative stereotype about strategy being used to validate creative ideas, rather than as a resource to inform them and make sure they’re effective. How do you make sure the agency gets this the right way round?
Elise> Every project is ever evolving, which is why it is silly to think that a briefing is the end of the strategic process. Challenges, opportunities, unexpected barriers, and opinions arise on each project, and it is best to work as a unit to navigate those as they come up.
LBB> What have you found to be the most important consideration in recruiting and nurturing strategic talent?
Elise> Strategy is an interesting discipline because it is so rooted in how you think. Two main traits jump out to me. Both are rather inherent, but can be honed.
Distilling – Most people can identify interesting information. The hard (and necessary) part is choosing the things that matter. Simplicity is key.
Telling a story – How we take things like data, research, or insights and make people care about them. Because creativity is an inexact science, the ability to craft a narrative to shape perceptions is a superpower.
LBB> In recent years it seems like effectiveness awards have grown in prestige and agencies have paid more attention to them. How do you think this has impacted on how strategists work and the way they are perceived?
Elise> I think the focus on effectiveness has made strategists more entwined in the client’s business. When creativity is respected for the impact it has on a business, strategists can identify ways to solve real problems with creative solutions.
LBB> Do you have any frustrations with planning/strategy as a discipline?
Elise> The best ideas come to life when they have a bit of breathing room, which is a luxury we don’t often have. There are times when I look back at a project with a fresh perspective and think about what we could have done. While moving 100 miles per hour is also an exciting part of the job, it can also be frustrating to realise that the best thinking cannot come to life on a 24 hour deadline.
LBB> What advice would you give to anyone considering a career as a strategist/planner?
Elise> Know that creativity is an inexact science, but strategy can help bring intention to the process. To thrive in this job, you need to be able to navigate uncertainty, spark creativity, and light up when you hear a good idea.
