Disruption Agency or How to Make Disruption an Innovation Strategy

Interview with Reem Milad, Founder and CEO – TBWA \ Point Carré.

Think outside the box and create value for its partners, this is TBWA \ Point Carré’s motto to stand out in a competitive market. Ms. Reem Milad, CEO of the fund returns with more details about turbulence as a methodology Creative and explains how to turn disruption into an innovation strategy.

Can you introduce yourself to our readers and introduce them to TBWA \ Point Carré?

We are a group of 45 networking enthusiasts, insatiable curiosity, intrepid enthusiasts, divided into 6 divisions organized around 6 chiefs each with over 15 years of experience.

For over 26 years we have been running well known campaigns for our partners that have conquered minds and lesser known but conquered hearts. Whether in television, radio, show, digital, public relations or events, we have businesses that speak for us and are proud of, campaigns that express our identity, agency disruption, and estrangement in relation to customs and traditions.

You mentioned turbulence, could you explain that to us? And tell us what led you to his path?

If the term “disruption” is used everywhere today, it remains a registered trademark of TBWA in many countries including the United States, the European Union, India, and Japan… Disruption was formalized as a creative methodology in 1992 by Jean Mary Drew, Chairman of the Board of Directors of TBWA and has continued to evolve since then to help companies innovate today. The turmoil suggests questioning the generally applicable conventions of the market in order to arrive at a new vision, create a rupture, and a positive influence that radically changes the situation. The disorder was part of .’s DNA Square Point Since its first steps in the world of communication.

By creating Point Carré in 1996, I also wanted to break with traditional patterns, go against the trend, and do things differently, and I never wanted to start another communications agency that would offer the same services in the same way. We never asked ourselves why we’d do this, we thought it would be a good idea to cut out everything we know and put in place a change that would allow customers to get out of the box of ideas received and find themselves on the path of disrupting their business and rebranding. So TBWA affiliation took place in a somewhat normal way in 2013, like a love marriage because soulmates always end up meeting up.

How do you spread the disorder and how are you regulated?

We use Disability not only as a creative methodology but also to get close to our partners, to understand them, to immerse themselves in the brands and understand their business. It is a business transformation methodology, a system of tools, techniques, and resources to help customers rethink their growth by challenging the status quo to capture a slice of the future. We do not use the word clients, but rather use the term partners because we consider that we are in a relationship where each party has agreed to relate to the other and invest in order to achieve a common goal, mission and vision. This means that we not only help develop creative communication, but also develop products, services and experiences for brands, we are changing the market game. We accompany our partners to the rhythm of culture and offer a share of the future in tomorrow’s market for companies that trust us. We have a monitoring unit that listens to everything and everyone, it helps us identify and detect trends, anticipate and prevent crises, and transcend time and space with precision and accuracy. This unit is attached to the Public Relations Department but works crosswise with all departments of the Agency. We have chosen digital inclusion at all levels of the agency. Partners want fewer interviewers and don’t want to repeat each brief five times. Teams are flexible with 360: We have an ongoing training strategy that allows our resources to stay current. By organizing ourselves into an agile, multidisciplinary and tailor-made project mode for our partners, we are creating real disruption for them and ourselves. All project managers have been trained in digital technology and brought together under the leadership of the Chief Operations Officer and subject matter experts within the “Planning and Innovation” team led by the Chief Innovation Officer. We can advise, create and produce in real time, at the speed of social networks and trends.

Can you give us examples?

The goal of Disruptions is to allow the companies or organizations that practice it to break out of their traditional world of competition by changing the market situation. Mad-Chips has been with us from the inception of the idea to its implementation and realization in the company we know today. We’ve helped spread the Disruption feature across all of Mad-chips’ marketing: products/services, pricing and distribution, not just communication. The same is true of Nouvelair, which we have been supporting daily for nearly ten years and with which we have successfully launched regular flights, faced the challenge of recurring crises since the revolution and health crisis, and won prizes.

What does TBWA offer you on a daily basis?

We have many toolboxes and we are a group of people who exchange, share and communicate no matter where in the world. We have helped many companies and brands skillfully manage the crisis… We have set up a strategy and innovation lab to generate positive and long-term benefits on the strategic choices to be made for the brands that consult with us. To do this, we have created interactive and inclusive workshops, “Days of Turbulence,” which help brands better understand their ecosystems and collectively allow them to develop their disruptive visions that create immediate value. We are very proud to organize two days of turmoil for Randa and La Maison Gourmandise, who have trusted us to develop a disruptive vision for their brands.

How do you envision the future of communication? Does TBWA Point Carré belong there? Always keeping disruption in mind, we aim to become a force to transform brand experiences and help build a better world. This is our goal for the future, to be the creative and strategic force. . Our profession is constantly evolving and fortunately nothing is constant! Our role today goes beyond actually producing creativity, we use disruption to get ahead. Today’s youth constitute the future and the world of tomorrow, and they are the source of tomorrow’s turmoil. We must accompany them, follow them, and transfer knowledge to them and a positive advertising culture.

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