VISUAL MANAGERS SPEND TOO
LITTLE TIME ON CREATIVITY
MIKE KAGEE ON WORLD FASHION TRENDS
OUR CREATIVE SKILLS AND TECHNOLOGY
HAVE FREED US TO CREATE EXTRA-ORDINARY
IMAGES BUT THE BUSINESS ASPECTS
ARE DRAGGING US DOWN
My many years of visual merchandising and being
involved with the fashion business including design
tells me that it is important to create store
windows and fashion collections that sells.
Management in fashion should be inspiring
visual artists and motivating them to put in
110 percent and get them to try everything they
can to do better without stifling their levels
of creativity. Yet many in management try to do
everything they can to reduce the morale of the
visual artists and ideas and suggestions are
instantly killed.Making progress are difficult
to navigate as possible.
Any ideas or suggestions are instantly killed
making processes as difficult to navigate as
possible, requiring enormous paperwork for the
smallest thing. In the end you've reduced people
excited by visual effects into worker drones who
will be thankful to finish the day and project.
You've created workers eager to switch
to another company.
Proving no training is another serious problem.
All companies are different and at least require
creative orientation and to understand the DNA
of your brand. Simply tossing someone into the
deep end is a waste of time and will cost the
company in the long run.
Too much management is also a bad thing when
it comes to deciding on projects. This tends to
happen in larger companies. Some companies
operate with little consistent structure.
When creative artists have too many bosses it
becomes composing whose project is a priority.
In some cases visual artists and managers get
conflicting notes even when working on the
same project. Management should make clear
of who's in charge
The fashion industry makes enormous money
each season and it is important to stay ahead of
the competition through creative and marketing
prowess. Creativity and a strong business sense
is a collaborative offer.
BY MIKE KAGEE