This year, VSAers are embarking on an ambitious journey to redesign logos, websites, apps, packaging and more. It’s our contribution to businesses, brands and society by exploring potential solutions to the many types of expressions and experiences in the world we think have the potential of being better. We have not been commissioned for these solutions, but rather it’s our passion for great creativity that motivates us.
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In some instances, we’ll be considering what exists today. At other times, we’ll consider the opportunity for something yet to be solved, but we see it as critical for the future.
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Visit design4better.co to see the ever-evolving sketchpad for ambitious concepts that push design and organizations forward. From bold ideas to new interactions, we create with curiosity and purpose.
VSA Partner and Head of Client Delivery Susan Pfeifer recently wrote a piece for Adweek about what agencies and clients stand to gain by rethinking the current ways of working. She lays out how a fractional approach could create a much-needed bridge between project-based engagements and retainer models.
By now, you’ve probably heard about the fractional CMO—a marketing leader contracted to work a limited number of hours a week instead of as a full-time executive.
The fractional CMO is a solution to a problem, and it can be a good one. Companies get CMO-level expertise at a reduced rate, and CMOs get better work-life balance. It begs the question: Could clients and agencies do the same thing? What if there was a “fractional agency” model?
A fractional agency approach would provide a small, dedicated team of experts who can scale their support based on the client’s evolving needs. It’s not a retainer or a traditional project-based model; there’s an assumption that you’ll always be working on something for the client, just not at the same scale month to month. You end up with a flexible work solution that benefits both parties.
A fractional agency approach is admittedly less of a distinct third offering than a more traditional approach, but I think of it more as the best of both worlds. A successful fractional agency that sells will contribute a lot more to stability than a retainer-based approach with no buyers.
If we could, of course we would all go back to the retainers of yesteryear. They offered the most stability for the agency, which in turn gave clients the kind of creative, strategic partnerships only time can build. And for some clients, a retainer model is still going to get them the best value for their spend.
But many clients can’t work like that. Just look at the numbers: Marketing budgets are a shadow of their former selves, having decreased almost 19% since 2022. And even if a client can afford a retainer model, sometimes their stakeholders refuse on principle to engage in retainer relationships because they’ve been burned in the past by disreputable partners. Those clients often opt for project-based models, which could lead to onboarding many agencies in the same length of time as the traditional retainer.
A fractional agency approach would provide a small, dedicated team of experts who can scale their support based on the client’s evolving needs.”
Project-based models allow clients to engage with agencies on only their most pressing needs, but their drawback is that they lack the strategic depth that an agency can bring over time. Even retainer models have their downsides—if there isn’t consistent work, the ability to appropriately plan, and opportunity for an agency to provide value, the entire relationship could be at risk. And both retainer and project-based models can become mired in scope creep, which requires tedious contract adjustments on both sides.
A fractional agency approach addresses all these downsides: By combining the flexibility of the project-based model along with the stability and long-term relationships of the retainer model, clients get agencies that will provide adaptable, ongoing support and a consistent focus on the client’s overall business health and strategy.
There are a few situations where a fractional agency approach works best.
Some industries and companies are almost guaranteed to work in boom-and-bust cycles. If you’re a startup or your sector often faces fast-changing conditions, having a flexible partner who can provide expert guidance, strategic insights, and quick pivots is invaluable.
Especially in B2B, some industries have highly complex regulatory conditions or customer journeys. These kinds of clients might want a project-based partner, but the onboarding process and lack of consistent strategic communication between agency and client can wipe out any savings they might have had by not engaging on a retainer basis.
Complicated industries, like health care or finance, need long-term strategic partners that understand their business and the players within. A fractional agency gives them that support without locking them in.
People often look to agencies for big ideas. But sometimes, hiring a fractional agency to do your team’s day-to-day can free up your marketers to engage in more of that big-picture thinking.
For example, websites require constant maintenance and UX/UI improvements, especially in competitive industries like consumer electronics and finance. A fractional agency can continuously update and optimize your site, ensuring it remains a powerful tool for attracting and retaining customers. Its people handle everything from content updates to technical tweaks, and they know your platform and workflow inside and out, saving you time and money in the long run.
Content creation is another area where fractional agencies work really well. You can engage experts who know your brand to create engaging, relevant content without stretching your internal resources too thin. If you need to scale up content before an event or push out a lot of content to take advantage of a market opportunity, you have the built-in support to do so without burning out your in-house teams or hiring additional full-time employees.
By combining the flexibility of the project-based model along with the stability and long-term relationships of the retainer model, clients get agencies that will provide adaptable, ongoing support and a consistent focus on the client’s overall business health and strategy.”
Clients today need to show ROI, often with smaller budgets and faster market changes. Agencies, on the other hand, struggle to achieve stability and profitability from traditional project-based work and scope creep.
Adopting a fractional model gives clients and agencies a solution that works better for everyone: Continuous involvement allows for better alignment with your overall business strategy instead of isolated campaigns; you can adjust the level of support as your needs change, avoiding the pitfalls of being locked into long-term commitments; the pay-as-you-go model ensures you’re only investing in the support you need when you need it, maximizing the return on your marketing spend.
At the end of the day, good partnerships are still those that are mutually beneficial and built on reciprocated respect. A fractional agency approach honors the qualities that make long-term agency–client relationships successful—consistency and understanding—and reimagines it for the current business environment.
VSA’s CEO Anne-Marie Rosser was recently featured in Big Think, where she laid out the ways leaders can adapt to better serve today's modern workforce and business needs.
The American workforce has changed dramatically in the past few years. From workplace attitudes to demographics, the values and makeup of today’s employees present a whole new set of challenges (and opportunities) for today’s leaders.
Just a few examples:
Whether you’re a seasoned or new leader, managing this changing workforce requires a pivot in leadership style. Even coming in fresh doesn’t stop you from picking up mindsets and communication tactics from your predecessors that will not serve you in this new era.
Take it from me—I’ve spent the last two years learning how to best lead in a work environment notably different from that in my early career, and seeing firsthand the shifting dynamics of the modern workforce.
These are the insights I have found to be most valuable in adjusting to the modern workforce and dissolving obstacles to successful leadership.
When I was first asked to step into the CEO role, I didn’t know if I wanted it. I actually think that’s a good thing. With a healthy dose of imposter syndrome and respect for the responsibility of that kind of position, my introspection and deliberation around accepting the role was key to building my vision of how I wanted to lead.
I am never going to be a “command and control”-style leader. It might come across as less assertive, but pretending I was that kind of leader would be inauthentic, to say the least. Instead, my leadership style favors an ensemble approach. Building a team of complementary strengths can result in a more multidimensional leadership team. I’m accountable and I drive decisions, but I get there through listening and collaboration. This approach, coupled with radical transparency, has offered optimal ways to motivate my team to do their best work.
That doesn’t mean that this style is for everyone. Sometimes you need a hard-line leader. But all those who are called to the CEO position should take the chance to reflect on both their best attributes, and the unique needs and styles of their teams.
When I was first asked to step into the CEO role, I didn’t know if I wanted it. I actually think that’s a good thing.”
There are limited hours in the day. And with today’s workforce increasingly seeking work-life balance, we all should be more realistic with what we think we can actually accomplish. But if the first step is to prioritize, the second step is to over-communicate these priorities and the reasoning behind them. As the Irish playwright George Bernard Shaw noted, “The single biggest problem with communication is the illusion that it has taken place.”
Be overly communicative to familiarize your team with your preferences on assigning priority. Ensuring everyone understands what is important, why it’s important, and the order in which tasks need to be completed helps keep teams aligned with the mission and vision of the organization.
Some people might disagree with the process or why certain tasks are prioritized above others, but at least the plan will be clear. And in fact, being open to fielding—and overcoming—objections should add confidence to your vision and help demonstrate the reasoning behind your approach if it is indeed the correct course of action.
In my observations, younger workers are frequently more concerned with short-term goals, while older workers better understand the long-term pursuits. This doesn’t mean that younger workers are wrong—you need to have accomplishments that keep people motivated and engage in activities that pay off today.
I balance these tendencies by setting goals and priorities within shorter time frames and driving accountability for these small stepping stones. I then remind my team of our most immediate priorities and how they relate to our long-term mission. Pulling that thread through from short term to long term, and keeping up consistent communication, is key to ensuring younger generations feel satisfied and fulfilled while protecting a cohesive long-term vision.
In my observations, younger workers are frequently more concerned with short-term goals, while older workers better understand the long-term pursuits. This doesn’t mean that younger workers are wrong—you need to have accomplishments that keep people motivated and engage in activities that pay off today.”
It’s more and more likely that as a leader, you’ll be overseeing a dispersed, remote workforce—at least part of the week. With this shift come fears of productivity—specifically, how much are employees working? This is just my personal opinion, but I would much rather focus on the quality of work over the number of hours it took to produce.
Given the increasing importance of work-life balance, fewer employers are demanding 70- or 80-hour workweeks because employees are refusing to work them. And that’s a great thing! The average number of working hours a week has significantly changed since I started my career, and ensuring that employees are satisfied with their workload is critical to retaining top talent.
Remembering that we’re all adults goes a long way. People don’t like to be policed, and the reality is that people have different flavors of “productivity”—particularly in a creative organization. Some people work their best in short, high-energy bursts. Others are reflective and take time to come to a creative breakthrough. The more reflective style isn’t automatically better because it’s more hours. Recognizing this and giving people autonomy—while still making them accountable for quality—is the balance we’ve found works best. We also have to remind people that as much as we respect work-life balance, we are still in a service industry. So there are times when we need to work late or work a weekend, but we try to make that the exception rather than the rule.
And lastly, you’ll need to again over-communicate. Be clear with your teams about what success looks like—defining it and properly awarding it.
Women in particular tend to be people pleasers. But you will burn out and be paralyzed with indecision if you try to ensure that everyone is happy. Leaders have a duty to do right by their people. They also have a duty to do right by the business so that they can continue to do right by their people.
If you’re leading through hard times, you’re going to let people down. Taking the reins during a turnaround or transformation is really different from leading during hockey stick growth. The only way to move forward—that I’ve found—is to square that disappointment with optimism both in yourself and in the future.
But being optimistic doesn’t mean you’re hiding business challenges from your employees. You can be transparent about the situation and the choices you’re making, and why. But you can also show them how the tough calls you’re making today ensure that the business can get through the current environment, and how those who stick it out now will be rewarded in the future.
You might have some employees who decide they don’t want to wait it out, and that’s OK. Being a great leader means creating an environment where everyone is there because they feel a part of something and are committed to its success. And that kind of environment can only be founded on honesty and a shared vision of the future.
Leaders have a duty to do right by their people. They also have a duty to do right by the business so that they can continue to do right by their people.”
Overall, I see the changes in the workforce as a wonderful thing. Parents have more time to parent, artists have more time to make art and we’re all building the next iteration of best business practices together.
It is equal parts exciting and challenging to be a leader right now. But I believe that by leading with empathy, transparency and accountability, we can welcome and foster diverse perspectives and new ways of working, and contribute to a better way of doing business for the coming generations.
Dimension Energy—a leader in the community-scale solar and clean energy sectors committed to democratizing access to clean energy—recently unveiled its new brand via a redesigned website. This comprehensive brand evolution underscores Dimension Energy’s emergent presence since its founding in 2018 to a now firmly established innovator in the industry, showcasing the firm’s community impacts, forward-thinking business model, and exceptional growth.
Dimension’s new visual identity emphasizes differentiation. In a sector where many competitors lean toward nonprofit sensibilities, Dimension Energy’s brand instead reflects a pragmatic, business-first approach with an industrial and bold aesthetic.
The fundamental goal was to shift from an aspirational narrative to a tangible one, reflecting its proven capabilities and broadening horizons. The brand overhaul also transcends Dimension’s initial focus on renewables and sets the stage for its upcoming clean energy ventures, including energy storage solutions.
Dimension Energy’s mission is to make clean energy accessible to everyone, especially those traditionally excluded from the benefits of solar energy, such as renters and low to moderate income households. By collaborating with utility providers to integrate with the existing grid, Dimension Energy delivers clean energy across diverse communities, spanning key states like California, New Jersey, New York, and Virginia.
The collaboration with VSA Partners resulted in a fresh, dynamic brand identity that aligns with Dimension Energy’s core principles and growth trajectory.
This rebrand included:
“Dimension Energy is doing things differently than the rest of the sector, and their brand needed to reflect that. Making clean energy work for everyone isn’t philanthropy—it’s best business practice. Their new, bold brand is full of that kind of drive and pragmatism, and we’re very excited to see where Dimension Energy goes from here,” said Jerry Stiedaman, Associate Partner of Client Engagement at VSA.
Additionally, VSA infused Dimension Energy's new brand personality into its office spaces, creating a cohesive, visually engaging experience. VSA’s expertise, previously showcased in its work with industry giants like Invenergy, was pivotal in shaping Dimension Energy’s new brand persona and market identity.
VSA Partners designed a campaign to welcome the off-Broadway production “Blank! The Musical” to Chicago. The musical improv show premieres this month at The Revival on June 29.
At “Blank!”, every night is opening night and closing night of a brand-new musical made up on the spot. “Blank!” is completely improvised, created via audience suggestions. Unlike most live theater performances, “Blank!” encourages audience members to break out their smartphones at the start of the performance, submitting and voting on titles, lyrics, chord progressions and more before enjoying the ensuing live performance created from the winning suggestions.
VSA Partners, which has a strong history of working with Chicago institutions and cultural programs, created a new campaign to celebrate the show’s premiere. The campaign includes out-of-home advertising and branding integrated into the show design itself. The new campaign builds on a previous campaign concept created by Kieran Antill, with photography by Richard Ballard.
“When we designed the logo and expression, we embraced the idea of ‘unscripted creative’ and allowing new ideas to build off previous ones,” said VSA Chief Creative Officer Curt Schreiber. “The elongated ‘L’ allows for the image to interact, and color was deliberately not used in order to convey the idea of a blank canvas. The stark black-and-white compositions are noticeably different from typical entertainment marketing because the show is different.”
“VSA has been an incredible partner,” said The Revival Founder John Stoops. “They’ve worked with so many other amazing Chicago institutions. We were honored that they helped us create buzz around this fantastic show and bring to it the attention it deserves.”
“I’m thrilled VSA and ‘Blank!’ could partner in this way,” said VSA Head of Strategy Michael Girts, who is also one of the show’s creators. “VSAers and the actors in ‘Blank!’ share a lot of the same traits: courage, creativity, versatility and an unwavering belief that a great idea can happen in an instant.”
Show previews begin June 29, 2024. Buy tickets.
The Revival is a thriving, multipurpose performing arts company that offers live performances, classes and workshops. Founded in 2015, the theater is proud to bring improvisation back to Chicago’s historic South Side.
“Blank! The Musical” is off-Broadway’s first-ever completely unscripted piece of musical theater, created by Michael Girts, T.J. Shanoff and Mike Descoteaux. The New York Times called “Blank!” “witty and likable in refreshingly unaggressive ways” and went on to say “the performers of “Blank!” seem to have genetically coded knowledge of the forms, formulas and cliches that make up the bulk of contemporary musicals.”
VSA’s VP of Technology Thaddeus Ternes was recently published in Ad Age. His piece reckons with the challenges and opportunities AI poses to creatives, and how we can best harness this power while protecting the aspects that make agencies great.
As agencies begin to market AI, there’s an edge of panic to their offerings. “We use AI!” is plastered across websites without any real substance as to how or why. It reads less as FOMO and more as fear of being trampled.
I’m skeptical of AI’s ability to deliver on the hype—but we’ll regret letting panic drive the choices we make.
AI has real benefits. I’m incredibly optimistic about the possibilities for human advancement, equality of health and lived experiences and how we might explore our world and our existence in new ways.
But I’m also terrified about the misuse of emerging technologies when it comes to upholding values such as democracy, justice and civilization—the essentials of a modern society.
Advertisers, marketers and creatives need to admit that using artificial intelligence embodies this same paradox. We need to navigate these challenges pragmatically, with eyes wide open. From ethical considerations to legal repercussions, these are the four questions we as an industry should be asking ourselves when we think about using AI in our business practices:
Right now, it feels like we’re all running to catch the AI train without asking where it’s going. Let’s slow down and figure out what we really want to accomplish with AI.
So much of what I hear when people tout the abilities of AI is “faster, cheaper, more.” Is that really what we are chasing as agencies? Is that what you want clients to think of you?
I don’t think so. Most of us got into this industry because of our love of the craft and the experience of working with others to create something bigger than ourselves. Beloved brands are rarely associated with doing things faster and cheaper. They’re based on qualities such as reliability, wonderful customer service and a great product. If you’re going to adopt AI, my recommendation is to think about how it bolsters the things that already make agencies great. Maybe it takes mundane tasks off creatives’ plates so they can spend more time doing deep, slow thinking. Maybe it helps writers or designers or animators flex into new skill sets more quickly, diversifying perspectives and breaking down silos.
There’s no one-size-fits-all solution here, and some of it will take exploration. But if we can step back and figure out what the end game is, and how we ultimately want to present ourselves, we can make more intentional choices that support the long-term health of our business and our industry.
The progression of technology in the last decade—particularly in data science, machine learning and generative models—is astounding. Advances in parallel computing, mass data storage and new learning algorithms have unlocked seemingly magical capabilities. The results of these advancements are truly remarkable.
Much of it is also undeniably stolen.
That’s toxic. What rights to fair use do automated technologies have? Who gave them these rights? (The answer: No one.)
At the heart of our industry is the belief that creators deserve credit and control over their work. This principle should guide our choice of AI platforms. We should invest in technologies that align with our values and ethical standards rather than those that undermine the roles of human creators. Moreover, platforms should be required to recognize, credit and compensate artists for their work. It’s only fair that creators be rewarded for what they create. In an era when personal brand is increasingly important—but also in which AI threatens to sap us of our ingenuity—human creativity needs to be uniquely recognized and rewarded.
The platforms we use should recognize the value of creative work, crediting and compensating artists fairly. Period.
At the heart of our industry is the belief that creators deserve credit and control over their work. This principle should guide our choice of AI platforms. We should invest in technologies that align with our values and ethical standards rather than those that undermine the roles of human creators.”
Given the uncertain legal landscape surrounding AI-generated content, we’re going to need tools that serve as guardrails.
For example, I can see the benefit of a tool that works as an “AI vault,” meaning a detailed audit trail of all AI-created content, the parameters and processes used to generate it and how humans were involved. A record like that would serve as a crucial accountability tool, providing evidence of how content was created. In the event of legal disputes or copyright issues, this archive can offer a clear trail of AI usage, helping to resolve conflicts and demonstrate compliance with ethical standards.
Another thing to consider is transparency with clients. If we’re really going to embrace using AI, it shouldn’t be a secret we’re trying to hide. Clients should know when we’re using it and give explicit signoff on AI use in their projects.
One way to do that is to include AI usage in scope-of-work documents. This practice helps protect agencies against liabilities and ensures that clients are fully informed and comfortable with the technologies being used. It also builds trust, as clients are reassured there are no hidden elements in the creation process.
Creative agencies should not wait for tech companies to self-regulate. Instead, we have a responsibility to advocate for regulations that protect artists and creatives. Business leaders in the creative industry wield substantial influence and can use their platforms to push for legislation and policies that ensure fair and ethical AI usage in their fields. This involves engaging with elected officials, participating in public discourse and collaborating with industry peers to promote standards that prioritize the rights and contributions of human creators.
I’m not trying to be a Luddite. Integrating AI into the creative industry could yield some seriously exciting possibilities. But there’s always the danger of letting the shiny new toy become our value proposition.
The next 18 to 36 months might bring major headwinds for agencies, as companies decide they can use AI to replace the work agencies have provided. But we’ve seen this movie before, i.e., when the move to in-house creative shook our industry. That worked for a while, but ultimately, companies realized the benefits of bringing in outside, flexible support, and they came back.
It’s fine to tout your usage of AI. Being on the cutting edge of technology is always appealing to clients and prospective employees. But let’s not lose sight of the real thing that makes clients come back to agencies time and time again: the people.
We are very proud to announce that two of VSA’s recent collaborations with our client Sappi received award recognition.
Most recently, our 2023 holiday kit boxes received a PRINT Award for UX design in the self-promotion category, as according to PRINT it “tapped into user experience, highlighting the importance of haptics and form to create memorable brand engagements.” The holiday kit boxes are created to be both useful and beautiful, and to foster a sense of connection during the holiday season.
Our Power of Trees video and campaign also received a gold in the Hermes Creative Awards, which honors the messengers and creators of the information revolution. The Power of Trees video showcases woodfiber’s potential as a renewable material, and Sappi’s commitment to responsible forestry management.
