The art of creative briefs in institutional comms
A few years ago, a 150ish page request for proposal (RxP from here on) landed on my desk. The client: a major European institution. The deadline: three weeks. The brief: buried somewhere in those pages of technical specifications, administrative requirements, and institutional jargon. As I stared at this fortress of information, I was reminded once again why mastering the art of the creative brief isn't just a nice-to-have skill, but survival.
Navigating the complex waters of institutional communications and bid management, I've learned that the difference between winning and losing often lies not in the final creative work, but in those crucial first hours of interpreting and translating client requirements. This article is my attempt to share what I've learned through both triumphs and (let's be honest) some painful misses.
A creative work without meeting with the client
Here's what most articles won't tell you about creative briefs: in the institutional sector, you rarely get the luxury of client clarification meetings or follow-up questions. You get one shot at understanding, interpreting, and translating complex requirements into something that will inspire creative teams while satisfying procurement officers – a balance that has taken me years to understand.
Through my work and deep dives into the wisdom of industry giants like Julian Cole, Mark Pollard, and Dave Trott, I've developed an approach that bridges the gap between institutional requirements and creative possibility. But first, let me share a story that changed my entire perspective on brief writing.
The 150ish-page wake-up call
That 150ish-page RxP I mentioned? It taught me something crucial. After spending two days trying to extract every possible requirement (remember that it was before AI), I realized I was doing it wrong. The real skill wasn't in capturing everything, it was in finding the thread that connected all the pieces. As Mark Pollard often says, we need to find the tension point. In institutional communications, that tension often lies between regulatory compliance and human connection.
The Evolution of the Creative Brief
The creative brief has evolved from being a simple set of instructions to becoming the strategic backbone of any successful communications campaign. Through my experience in communications and institutional events, I've seen how crucial this evolution is, especially when dealing with public tenders and complex institutional requirements.
Creative Director Dave Trott's perspective on "predatory thinking" resonates particularly well in our sector. When faced with a dense RxP, we're not just looking for requirements to fulfil but we're hunting for the real problem to solve.
The Strategist as Translator and Vision-Keeper
In institutional communications, the strategist's primary responsibility is to serve as a skilled translator, converting complex client requirements into actionable creative direction. As Jon Steel emphasizes, we must be fluent in both client objectives and creative inspiration. This translation process consists in distillation and clarity of vision.
The question I always ask myself is: is the Creative Director seeing/feeling what I see/feel about this project? Are the creatives and I speaking the same language on this one?
Navigating Public Tenders: A Unique Challenge
In the context of public tenders, our role becomes even more critical. Without the luxury of client clarification meetings or follow-up questions, we must:
Master the art of reading between the lines
Interpret comprehensive RFP documents with precision
Transform complex requirements into clear, actionable briefs
Anticipate potential questions and provide answers within the brief
What I've Learned About Brief Writing
Through trial and error, and studying both successful and failed bids, I've discovered several truths about brief writing in institutional communications:
Time is your greatest strategic weapon. I now insist on dedicated analysis time before even beginning to write the brief. This isn't bureaucracy – it's insurance.
2. The best briefs are acts of translation, not transmission. Our role isn't to relay information, but to transform it into actionable insight.
3. In public tenders, what isn't said is often as important as what is. Learning to read between the lines has become an essential skill.
Sometimes everything is exactly as required in the tender, no need to overthink it.
Here's what I believe are the best practices for crafting tender-based briefs:
#1 Dedicated analysis time
Allow sufficient time for multiple readings of the RxP
Document initial questions and seek answers within the provided materials
Research similar previous tenders and outcomes
#2 Systematic deconstruction
Break down complex requirements into manageable components
Identify explicit and implicit success criteria
Map requirements to measurable outcomes
# 3 Strategic Framework Development
Create clear hierarchies of objectives
Develop robust evaluation criteria
Build in flexibility for creative interpretation
# 4 Always check with the creatives-experts-writers if they "soaked the concept in"
The Time Factor: A Critical Component
One often overlooked aspect of brief development, particularly crucial in public tender situations, is the time required for proper analysis and interpretation. Rush a brief, and you'll spend twice as long fixing strategic mistakes later. This is especially true when working with public tenders, where the opportunity for correction is minimal or non-existent.
Conclusion: The Brief as a Strategic Investment
A brief is not really a starting point but more of an investment in campaign success. In the context of public tenders and complex communication campaigns, this investment becomes even more crucial. The time and expertise required to craft an effective brief should be viewed not as a luxury, but as a fundamental necessity for campaign success.
The strategic brief serves as both a shield and a compass – protecting against misinterpretation while guiding toward innovative solutions. In my experience, it's the difference between a campaign that merely meets requirements and one that truly moves the needle.
Remember: in institutional communications, you often only get one shot at understanding the client's needs. Make it count.
Ciao!
PS: Ok she talked the talk, but can she walk the walk? Stay tuned for fictional case studies in the upcoming weeks.