How to Cross the Age of Piracy
 |
Description
Book Introduction
Advertiser Park Woong-hyun discusses the context of the times and organizational culture.
Things we, as workers, and our organizations need to think about together
“Heart, not head; emotion, not strategy;
“It’s not ‘what’ but ‘how’, it’s not facts but atmosphere.”
This is a book in which Park Woong-hyun, a representative advertising figure in Korea and famous for his books such as “Books are Axes,” “Eight Words,” “Sentences and Moments,” and “Advertising with Humanities,” unfolds his thoughts on “organizational culture.”
The author, with his extensive experience in advertising, has been providing corporate branding consulting since 2015. Since establishing the TBWA Organizational Culture Research Institute in 2022, he has worked on a variety of projects with various companies.
He says that in the process, he observed and listened closely to the concerns of companies and organization members, and came to understand why organizational culture is particularly problematic these days and how to approach organizational culture.
According to him, the 'era of systems' that led to rapid growth in South Korea has passed, and now is the 'era of pirates' where we must move nimbly, agilely, flexibly, and boldly.
The author argues that in order for organizations to survive in these times, they must transform in ways that fit the context of the times, and above all, they must focus on their members.
The point is that ‘people’ are important.
The author meticulously examines how to move the hearts of organizational members with the sensibility of an advertiser who has moved the hearts of consumers, and how organizational culture is related to organizational creativity.
In addition, the author also shared his thoughts on the current hot topic of 'generational conflict'.
The appendix includes readers' questions and the author's answers about organizational life and culture.
Things we, as workers, and our organizations need to think about together
“Heart, not head; emotion, not strategy;
“It’s not ‘what’ but ‘how’, it’s not facts but atmosphere.”
This is a book in which Park Woong-hyun, a representative advertising figure in Korea and famous for his books such as “Books are Axes,” “Eight Words,” “Sentences and Moments,” and “Advertising with Humanities,” unfolds his thoughts on “organizational culture.”
The author, with his extensive experience in advertising, has been providing corporate branding consulting since 2015. Since establishing the TBWA Organizational Culture Research Institute in 2022, he has worked on a variety of projects with various companies.
He says that in the process, he observed and listened closely to the concerns of companies and organization members, and came to understand why organizational culture is particularly problematic these days and how to approach organizational culture.
According to him, the 'era of systems' that led to rapid growth in South Korea has passed, and now is the 'era of pirates' where we must move nimbly, agilely, flexibly, and boldly.
The author argues that in order for organizations to survive in these times, they must transform in ways that fit the context of the times, and above all, they must focus on their members.
The point is that ‘people’ are important.
The author meticulously examines how to move the hearts of organizational members with the sensibility of an advertiser who has moved the hearts of consumers, and how organizational culture is related to organizational creativity.
In addition, the author also shared his thoughts on the current hot topic of 'generational conflict'.
The appendix includes readers' questions and the author's answers about organizational life and culture.
- You can preview some of the book's contents.
Preview
index
- Starting the story
- Chapter 1.
In the Age of Piracy, What Should Organizations Pay Attention to?
: You must change according to the context of the times to survive.
- Chapter 2.
Changing organizational culture and moving people's hearts
: Emotions instead of strategies, how instead of what, mood instead of facts, heart instead of head
- Chapter 3.
Creativity in organizations
: Finding answers to solve problems
- In closing the story
- Appendix 1: Questions about generational theory
- Appendix 2 Q&A on organizational culture and organizational life
- Chapter 1.
In the Age of Piracy, What Should Organizations Pay Attention to?
: You must change according to the context of the times to survive.
- Chapter 2.
Changing organizational culture and moving people's hearts
: Emotions instead of strategies, how instead of what, mood instead of facts, heart instead of head
- Chapter 3.
Creativity in organizations
: Finding answers to solve problems
- In closing the story
- Appendix 1: Questions about generational theory
- Appendix 2 Q&A on organizational culture and organizational life
Detailed image
Into the book
Ultimately, if a company wants to change its organizational culture, the first thing it should consider is, "How can we get the members of the organization to look in one direction?"
It was at this point that I thought this had something to do with advertising.
If advertising is about moving the hearts of consumers, then changing organizational culture is about moving the hearts of its members.
That's what advertisers do professionally.
This is why TBWA KOREA, an advertising agency, created an organizational culture research center.
--- p.13
The world in which I created advertisements was a world of systems.
It was the world of the Navy.
For example, let's say the Navy goes to war.
“Okay, the aircraft carrier should be at the front.
Send out a destroyer in front of it (…) Are you ready? Then let’s go!” This is the Navy.
This is the advertisement I make.
But in the world I live in, the pace and approach of today's times are impossible to keep up with.
I could see that if I continued to fight with the existing system, I would be defeated in every battle.
I thought this wouldn't work, so I decided to live as a pirate.
Pirates don't have a system.
(…) I am now talking about a new zeitgeist.
The zeitgeist is changing.
This is scary.
--- p.25
Darwin said:
“It is not the strongest of the species that survives, but the one most adaptable to change.” The undeniable truth is that times are changing.
The equation that led us to success is now very likely to lead us to failure.
Just because things have been okay so far doesn't mean they will be okay in the future.
Words like organization, system, top-down command, and unison have become quite vague now, but they may still exist in some organizations.
And what about the future of the company if it insists on sticking to those words?
--- p.57
There's something I often say when consulting on organizational culture.
You have to keep doing it repeatedly without getting tired.
Culture is not a temporary phenomenon.
It's not something that will pass by like a passing fad.
It has to be laid down all the way to the bottom.
This requires the 'emotional agreement' of the organization's members and a long-term effort in the same direction.
Of course, it is not something that can be done in a short period of time.
--- p.73
Let's say there are six people on my team.
These six people will all have different work abilities.
But there is no one who is lacking in all aspects or who cannot do everything.
Just as each has its own shortcomings and weaknesses, each will have its own strengths and advantages.
(…) So, what I am saying is that it is productive to think about how to make the best use of each person’s strengths to create team success, and at the same time, how to create individual success.
--- p.118
I really like the word 'organism'.
It's organic, not mechanical.
Organic is an open system.
So it's unpredictable and changes keep happening.
I think that just like humans, meetings and conference rooms are like organisms.
Because ideas keep changing through meetings.
Therefore, those attending the meeting, regardless of rank or position, must create this flow of the meeting and be prepared to accept it.
--- p.149
The four key points I've come to grasp after working in advertising for nearly 30 years are 'seeing and practicing'.
The stories I mentioned earlier are connected to these four things, and my work life has flowed in this order.
In the 10-15th year, seeing was important, and from the 10th year onwards, hearing was important during team meetings.
Then, as the organization grew in size, we realized that softness was important.
And I have felt the importance of action in different forms from time to time, from then until now.
It was at this point that I thought this had something to do with advertising.
If advertising is about moving the hearts of consumers, then changing organizational culture is about moving the hearts of its members.
That's what advertisers do professionally.
This is why TBWA KOREA, an advertising agency, created an organizational culture research center.
--- p.13
The world in which I created advertisements was a world of systems.
It was the world of the Navy.
For example, let's say the Navy goes to war.
“Okay, the aircraft carrier should be at the front.
Send out a destroyer in front of it (…) Are you ready? Then let’s go!” This is the Navy.
This is the advertisement I make.
But in the world I live in, the pace and approach of today's times are impossible to keep up with.
I could see that if I continued to fight with the existing system, I would be defeated in every battle.
I thought this wouldn't work, so I decided to live as a pirate.
Pirates don't have a system.
(…) I am now talking about a new zeitgeist.
The zeitgeist is changing.
This is scary.
--- p.25
Darwin said:
“It is not the strongest of the species that survives, but the one most adaptable to change.” The undeniable truth is that times are changing.
The equation that led us to success is now very likely to lead us to failure.
Just because things have been okay so far doesn't mean they will be okay in the future.
Words like organization, system, top-down command, and unison have become quite vague now, but they may still exist in some organizations.
And what about the future of the company if it insists on sticking to those words?
--- p.57
There's something I often say when consulting on organizational culture.
You have to keep doing it repeatedly without getting tired.
Culture is not a temporary phenomenon.
It's not something that will pass by like a passing fad.
It has to be laid down all the way to the bottom.
This requires the 'emotional agreement' of the organization's members and a long-term effort in the same direction.
Of course, it is not something that can be done in a short period of time.
--- p.73
Let's say there are six people on my team.
These six people will all have different work abilities.
But there is no one who is lacking in all aspects or who cannot do everything.
Just as each has its own shortcomings and weaknesses, each will have its own strengths and advantages.
(…) So, what I am saying is that it is productive to think about how to make the best use of each person’s strengths to create team success, and at the same time, how to create individual success.
--- p.118
I really like the word 'organism'.
It's organic, not mechanical.
Organic is an open system.
So it's unpredictable and changes keep happening.
I think that just like humans, meetings and conference rooms are like organisms.
Because ideas keep changing through meetings.
Therefore, those attending the meeting, regardless of rank or position, must create this flow of the meeting and be prepared to accept it.
--- p.149
The four key points I've come to grasp after working in advertising for nearly 30 years are 'seeing and practicing'.
The stories I mentioned earlier are connected to these four things, and my work life has flowed in this order.
In the 10-15th year, seeing was important, and from the 10th year onwards, hearing was important during team meetings.
Then, as the organization grew in size, we realized that softness was important.
And I have felt the importance of action in different forms from time to time, from then until now.
--- p.156
Publisher's Review
Advertising personality Park Woong-hyun's perspective on the context and organizational culture of the times
What are Park Woong-hyun's thoughts on organizational management? How has he worked?
Park Woong-hyun, a leading advertising figure in Korea and well-known for his books such as “Books are Axes,” “Eight Words,” “Sentences and Moments,” and “Advertising with Humanities,” has now shared his thoughts on “organizational culture.”
The author, who has been creating advertisements for a long time, has been providing corporate branding consulting since 2015. Since then, he has established the TBWA Organizational Culture Research Institute and has worked on various projects with various companies.
In the process, he says, he encountered the concerns of companies and organizational members and came to understand why organizational culture is a problem these days, how to approach organizational culture, and why organizational members should be considered important in this era.
“While providing branding consulting to companies, I noticed that both large and small companies unanimously agreed that organizational culture was a problem.
At the same time, stories about organizational culture began to be heard repeatedly.
Recently, we are even experiencing generational conflict within the organization.
So, I started to think again about why organizational culture is such a hot topic these days.
“I thought perhaps this was the time when everyone who runs a business, and all the members within the company, had to take a deep look at the organizational culture.” (p. 11)
The author argues that if companies today want to change their organizational culture, they must focus on the people within the organization. Drawing on his 30 years of experience as an advertiser, he insightfully explores how and what approaches should be taken to change organizational culture, and how organizational culture relates to organizational creativity.
From the era of systems to the era of pirates
"To survive, you must adapt to the times."
The author writes in Chapter 1.
In “The Age of Piracy: What Organizations Should Pay Attention to,” we examine why organizations must change according to the context of the times.
He says that the world in which he created advertisements was one that required systems and procedures, but through one YouTube advertisement, he realized that he could no longer do things the old way.
The era of manuals and systems that helped Korea grow is over, and now we live in the 'era of pirates', where we must move nimbly and agilely according to the situation.
This means that the spirit of the times has changed.
He also says that in this era where many things are digitalized and various media exist, we need to listen to the 'digital native' generation.
Because the world is changing faster in that direction.
In such a flow, he emphasizes that organizational members have become the most powerful channels and speakers that can convey the organization's philosophy, values, and direction, and that for an organization to survive, it must pay attention to its members and the people it works with.
Organizational Culture: A Look at People
How can we move the hearts of our members?
Chapter 2, Changing Organizational Culture and Moving People's Hearts, explains what we need to do and how we need to approach changing organizational culture.
The author states that for an organizational culture to be formed, the values and direction the organization pursues must be the underlying foundation, and for this to happen, the voluntary "emotional agreement" of the organization's members is necessary.
That is, the hearts of the members must be moved.
And in that way, they talk about ‘literature of philosophy’ and ‘securing box office success’.
As a specific example, the 'Reinvent LG Electronics' project, which was jointly carried out by TBWA Organizational Culture Research Institute and LG Electronics, and events and workshops held by TBWA are used as examples.
Among them, the discussion on how to effectively communicate corporate philosophy and values to members reveals a unique approach that reflects the perspective of an advertiser.
“It is necessary to extract the core of the words and make them settle in the hearts and minds of the members.
So, what I often say to clients when I meet them is, “We need to turn philosophy into literature.”
“Philosophy is a precise concept, and literature is a concept that makes the blood boil” (p. 80)
In addition, the author explains how he has inspired and inspired people to work together in his organization, and how he has achieved both individual and organizational success.
What is creativity in an organization?
Finding answers to solve problems
Chapter 3.
In “Creativity in Organizations,” the author discusses how to create a creative organization based on his own experience.
He defines creativity in an organization not as art, but as finding answers to solve problems for consumers, or users.
To this end, we will explain, with several examples, the process for generating and developing ideas, why meetings are important in the process, and how meetings should be conducted effectively.
He also says that the leader of an organization is the one who must take the lead in creating a creative organization, and he also points out the attitude that the person leading the meeting should have.
In particular, the story of 'seeing and hearing,' a topic he found while looking back on his nearly 30 years of advertising work, concisely shows the attitude and values the author has had while working as an advertiser, a member of an organization, and a leader who leads the organization.
“In a conference room, words should flow instead of water.
Just as you can't see a fish in water, you can't see the ideas hidden in words.
If I'm a good leader, I'll catch the ideas in the flow of words; if not, I'll let them flow away.
“When members have that experience, they start to like the conference room.” (p. 168)
“To become a creative organization, you have to be ‘soft.’
I believe this flexibility is also necessary to create an organizational culture that allows for communication.
The intensity of tension must be reduced.
(…) The atmosphere in the organization must be gentle so that various ideas can freely exchange.
And above all, for this to happen, the superiors must take the initiative.” (p. 173)
The appendix at the back of the book contains the author's thoughts on 'generational theory', questions from readers about organizational life, and the author's answers.
The author's response to readers' concerns, such as the argument that young people today should be viewed as individual "individuals" rather than a specific generation, also contains Park Woong-hyun's unique values and attitudes toward work, people, and organizational management.
What are Park Woong-hyun's thoughts on organizational management? How has he worked?
Park Woong-hyun, a leading advertising figure in Korea and well-known for his books such as “Books are Axes,” “Eight Words,” “Sentences and Moments,” and “Advertising with Humanities,” has now shared his thoughts on “organizational culture.”
The author, who has been creating advertisements for a long time, has been providing corporate branding consulting since 2015. Since then, he has established the TBWA Organizational Culture Research Institute and has worked on various projects with various companies.
In the process, he says, he encountered the concerns of companies and organizational members and came to understand why organizational culture is a problem these days, how to approach organizational culture, and why organizational members should be considered important in this era.
“While providing branding consulting to companies, I noticed that both large and small companies unanimously agreed that organizational culture was a problem.
At the same time, stories about organizational culture began to be heard repeatedly.
Recently, we are even experiencing generational conflict within the organization.
So, I started to think again about why organizational culture is such a hot topic these days.
“I thought perhaps this was the time when everyone who runs a business, and all the members within the company, had to take a deep look at the organizational culture.” (p. 11)
The author argues that if companies today want to change their organizational culture, they must focus on the people within the organization. Drawing on his 30 years of experience as an advertiser, he insightfully explores how and what approaches should be taken to change organizational culture, and how organizational culture relates to organizational creativity.
From the era of systems to the era of pirates
"To survive, you must adapt to the times."
The author writes in Chapter 1.
In “The Age of Piracy: What Organizations Should Pay Attention to,” we examine why organizations must change according to the context of the times.
He says that the world in which he created advertisements was one that required systems and procedures, but through one YouTube advertisement, he realized that he could no longer do things the old way.
The era of manuals and systems that helped Korea grow is over, and now we live in the 'era of pirates', where we must move nimbly and agilely according to the situation.
This means that the spirit of the times has changed.
He also says that in this era where many things are digitalized and various media exist, we need to listen to the 'digital native' generation.
Because the world is changing faster in that direction.
In such a flow, he emphasizes that organizational members have become the most powerful channels and speakers that can convey the organization's philosophy, values, and direction, and that for an organization to survive, it must pay attention to its members and the people it works with.
Organizational Culture: A Look at People
How can we move the hearts of our members?
Chapter 2, Changing Organizational Culture and Moving People's Hearts, explains what we need to do and how we need to approach changing organizational culture.
The author states that for an organizational culture to be formed, the values and direction the organization pursues must be the underlying foundation, and for this to happen, the voluntary "emotional agreement" of the organization's members is necessary.
That is, the hearts of the members must be moved.
And in that way, they talk about ‘literature of philosophy’ and ‘securing box office success’.
As a specific example, the 'Reinvent LG Electronics' project, which was jointly carried out by TBWA Organizational Culture Research Institute and LG Electronics, and events and workshops held by TBWA are used as examples.
Among them, the discussion on how to effectively communicate corporate philosophy and values to members reveals a unique approach that reflects the perspective of an advertiser.
“It is necessary to extract the core of the words and make them settle in the hearts and minds of the members.
So, what I often say to clients when I meet them is, “We need to turn philosophy into literature.”
“Philosophy is a precise concept, and literature is a concept that makes the blood boil” (p. 80)
In addition, the author explains how he has inspired and inspired people to work together in his organization, and how he has achieved both individual and organizational success.
What is creativity in an organization?
Finding answers to solve problems
Chapter 3.
In “Creativity in Organizations,” the author discusses how to create a creative organization based on his own experience.
He defines creativity in an organization not as art, but as finding answers to solve problems for consumers, or users.
To this end, we will explain, with several examples, the process for generating and developing ideas, why meetings are important in the process, and how meetings should be conducted effectively.
He also says that the leader of an organization is the one who must take the lead in creating a creative organization, and he also points out the attitude that the person leading the meeting should have.
In particular, the story of 'seeing and hearing,' a topic he found while looking back on his nearly 30 years of advertising work, concisely shows the attitude and values the author has had while working as an advertiser, a member of an organization, and a leader who leads the organization.
“In a conference room, words should flow instead of water.
Just as you can't see a fish in water, you can't see the ideas hidden in words.
If I'm a good leader, I'll catch the ideas in the flow of words; if not, I'll let them flow away.
“When members have that experience, they start to like the conference room.” (p. 168)
“To become a creative organization, you have to be ‘soft.’
I believe this flexibility is also necessary to create an organizational culture that allows for communication.
The intensity of tension must be reduced.
(…) The atmosphere in the organization must be gentle so that various ideas can freely exchange.
And above all, for this to happen, the superiors must take the initiative.” (p. 173)
The appendix at the back of the book contains the author's thoughts on 'generational theory', questions from readers about organizational life, and the author's answers.
The author's response to readers' concerns, such as the argument that young people today should be viewed as individual "individuals" rather than a specific generation, also contains Park Woong-hyun's unique values and attitudes toward work, people, and organizational management.
GOODS SPECIFICS
- Date of issue: November 6, 2023
- Page count, weight, size: 236 pages | 376g | 128*188*17mm
- ISBN13: 9791197977084
- ISBN10: 1197977082
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