Cuttlefish Digital 3 Years Plan | Creaitive Campaigns

Where we’ve been for the past three years

GSCC’s Asia Digital Hub, which is now hosted by Cuttlefish Digital, launched its first digital campaign in 2019, the No Coal Japan coalition, as well as two corporate brand-attack campaigns, Say No Mizuho and Say Yes GDS.
Since then, through partnerships with campaigning organisations across the Asia region, Cuttlefish launched 60 such campaigns across a range of climate and energy issues. Many of the campaigns we supported achieved significant real-world wins.
In 2020, the Cuttlefish team restructured, forming a Campaigns team and a Creative team to strengthen our capabilities in these areas, and today, both teams co-lead the Creative Campaigns program. In 2022, we recruited a Traffic Manager to coordinate workflows across teams as Cuttlefish worked on multiple projects in parallel with partners across the region and the network.

Where we’re going for the next three years

Expanding our capacity to plan and launch creative campaigns in globally significant economies located in Asia such as Japan, in addition to our existing regional portfolio.
Strengthening our creative development, project management and campaign coordination processes to better transform climate campaign goals into tangible creative assets and digital strategies.
Expanding the range of current creative assets and marketing tools available for campaigns, as well as integrating new technologies when it makes sense.

Manage at least 15 digital campaigns [4.1.4.1]

Collaborate with partners, including network theme and country desks and partners in the region, to plan and launch digital campaigns. We’ll expand beyond “brand-attack” campaigns by seeking to build new channels, experiment with data journalism and work with a wider range of partners guided by the Program Steering Committee (see 4.1.4.7).

Strengthen our team’s knowledge of climate advocacy processes [4.1.4.2]

We’ll organise three formal trainings in false climate solutions, messaging strategy and clean energy corporate campaigns to help digital campaigners marry digital with campaign strategy.

Develop rapid-response capabilities [4.1.4.3]

We’ll work with network colleagues to develop an approach to rapid-response campaigns that work in Cuttlefish’s context. This goal can be extended in years two and three, depending on the outcome of the initial program.

Expand digital campaigning capacity in Japan [4.1.4.4]

This includes securing a budget to develop a customised digital strategy for Japan, establishing a team and operational infrastructure, creating new channels to engage influential audiences, defining ways of working with partners and network colleagues in Japan and expanding our network of freelance creatives and content creators in Japan.

Strengthen internal creative briefing and brainstorming procedures [4.1.4.5]

Implement and improve creative briefing procedures to ensure creative outputs are based on a strong understanding of the requirements and design problem. An enhanced creative brainstorm process will be used to conduct habitual creative exercises that help the team create engaging assets.

Streamline client feedback, traffic management and project management [4.1.4.6]

The Creative team will make it easier for clients to give feedback on creative assets throughout their development. The Traffic Manager will support effective coordination of the Creative Campaigns program.

Establish a Program Steering Committee to plan Cuttlefish’s medium-term campaign portfolio [4.1.4.7]

Cuttlefish will be able to independently plan and manage its overall campaign portfolio with input from partners and network colleagues.

Manage at least 20 digital campaigns[4.1.5.1]

Collaborate with partners, including network theme and country desks and partners in the region, to plan and launch digital campaigns. This includes campaigns launched through the expanded capacity in Japan and India/South Asia

Expand digital marketing and creative assets toolbox [4.1.5.2]

Through our campaigns, we’ll experiment with new, available digital marketing options. Our Creative team will expand its catalogue of available assets in line with the new and high-potential tools and technologies available. These could include AI technologies and programmatic advertising, and more as they emerge

Review the structure of the Creative Campaigns program [4.1.5.3]

As the team working on Creative Campaigns reaches up to 16 people in Year Two, we’ll use this moment to review the best structure to manage and deliver the Creative Campaigns program.

Improve post-launch creative asset performance audits [4.1.5.4]

Through a collaboration between the Creative and Insights teams, we’ll establish a system to audit the performance of creative assets in an ongoing way to continually improve the performance of creative assets.

Freelancer and agency partnerships [4.1.5.5]

In addition to increasing our freelancer and agency pools in Japan (Year One) and South Asia (Year Two), we’ll also continue to expand our international directory of freelance and agency partners to support creative production, audience insights, digital marketing and other creative campaigning needs.

Support data-informed decision-making for creative campaigns [4.1.5.6]

In collaboration with the Insights program, we’ll establish ways of working that enable project leads to use holistic audience insights data and research to inform the planning of individual campaigns and the overall project portfolio, while optimising content through message and content testing (see Goal 4.2.6.1).

CreativeCampaigns

Creative Campaigns GOals 2023-2026

Creative
Campaigns

Creative Campaigns GOals
2023-2026