Reinventing creativity: think long term and put the focus on community

In the rush for short-term gains, have brands forgotten the power of creativity? Leo Burnett’s Clare Pickens explores how prioritising community-centric strategies can create long-term growth.

Clare Pickens is chief executive officer at Leo Burnett Australia

In our rush to achieve short-term gains and quick fixes, the essence of responsible growth through breakthrough creativity – and of addressing real human needs – seems to have been obscured. The brands focused on community-centric solutions and creating long-term meaningful value will be the ones to move forward, as they adopt the true spirit of reinvention.

The contemporary climate presents a stark reality. We are witnessing a saturation of start-ups, with reports indicating 50 to 90 per cent fail within the first five years. In the first quarter of this year, global venture capital funding fell significantly. Simultaneously, digitally native brands in the direct-to-consumer sector have hit a plateau. Economic shifts and digital disruption heralded by the complexity of the fourth industrial revolution are challenging traditional business models.

Amid this backdrop of uncertainty, a paradigm shift is occurring. New findings show that 85 per cent of Australians want brands to focus on creating long-term value over short-term profits, and 83 per cent believe in the importance of investing in the local community, according to the 2024 Good Study by Leo Burnett, UTS Business School and Zenith.

The Netherlands’ doughnut economy model offers an alternative route – a holistic approach to economic growth that prioritises societal wellbeing and ecological balance alongside financial prosperity. Brands that embrace this ethos are not only redefining success but also forging deeper connections with consumers. The opportunity to capture this mindset and shift accordingly is rife for growth.

It starts with the foundational elements of brand-building, cohesive brand identity, breakthrough creative and connected marketing efforts across all touchpoints, including customer service and innovation. Brands such as Patagonia, Costco and Airbnb continue to demonstrate the importance and power of community-centric strategies.

By aligning its brand with a higher purpose, Patagonia has cultivated a loyal community of environmentally conscious consumers who view the brand as more than just a purveyor of outdoor gear.

Costco fosters long-term loyalty and engagement by offering exclusive benefits and emphasising value for its members. This focus on customer experience over short-term profits has contributed to Costco’s success and resilience in an ever-changing market landscape. And Airbnb continuously evolves its business model to adapt to changing market demands, expanding from short-term rentals into experiences, long-term stays, and even virtual experiences.

By offering relevant content, resources, products and services to create a consistent brand experience, companies can build value and provide tangible benefits to increase connection with their communities. Brands should demonstrate genuine interest and responsiveness to their customers’ needs, actively listening to community members’ voices, concerns, and suggestions.

Brands should not seek to control the interactions of the community solely through the lens of their own objectives, but they can act as facilitators or catalysts for community interactions by providing platforms, forums, or spaces where members can connect. Building trust through transparency, honesty, and integrity in communications and actions is essential for maintaining a strong and enduring relationship with the community.

Customers no longer see a difference between how your brand acts and how it talks. In fact, we are primed to see through hollow marketing messages, favouring brand behaviours, experiences and services as a measure of value.

To move forward with the true spirit of reinvention required to navigate these uncertain waters, let’s embrace not only the power of more meaningful connection but also the power of truly breakthrough creativity.

Let’s look beyond digital convenience, standardisation and homogenisation, which risks diluting innovation and originality – to enriching technological experiences, and invest in building communities rooted in shared values. Let us move beyond the buzzwords, fleeting gains and narrow trends and, instead, focus on ideas that deliver business effectiveness while making us feel nervously excited by their daring ambition.

If ever there was a time for real reinvention, now is the moment to grab the proverbial bull by the horns, or risk being left behind. It’s time to get comfortable with being uncomfortable.

Clare Pickens is the chief executive officer at Leo Burnett Australia.