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As someone who started in traditional advertising and later moved to healthcare for survival, I find this to be a major issue with pharma agencies in general. That is, account and PM have way too much power, and don’t respect creative people at the same level... and this directly makes poor work an inevitability. There are a few exceptions, of course... but this holds for the majority unfortunately. I entered pharma with the delusion that my big agency, big brand successes and award winning work would grant me at least a degree of respect, but how wrong I was. I do think this partially stems from them considering themselves to be in a “ science” field rather than a creative industry, and therefore think they are smarter or at least superior/more important to the process than creative people. Where in traditional agencies, everyone admires creative talent and sees them as key to the business, in Pharma you are just a department they need to manage, rather than manage the client and/or timeline. The all-encompassing expectation for creatives to be experts at PPT and all that crap is just a symptom of this much larger problem.
Maybe others who have been on both sides have had a different experience. But this has overwhelming been mine.
Enthusiast
LOL - yes please, AS1 - tell me which shop
I have not had this issue at my pharma agency
I believe storytelling is always key if you want to grow.
I agree. This post isn’t about storytelling. It’s about showing department metrics.
I’m in the creative dept
Do you have a designer to create a template to bring your aesthetic to life in a consistent way? That shouldn’t be a barrier. The right resources for standardization should make it easy to tell your story, as should a situation complication recommendation format.
But again—no designer, that’s seems like an even more basic template