PUBLISHED
Mar 27, 2024
WORDS
Freya Williams
It’s time for brands to take girl culture and femme creativity seriously.
This was Rachel Lowenstein’s argument at the annual UN Unstereotype Alliance summit in NYC where Revolt’s Freya Williams accompanied our Mars client, Dale Green to discuss actionable ideas to challenge harmful stereotypes in advertising and media.
Read Freya’s key take aways below…
Read Freya’s key take aways below…
One step forward, one step back
Kantar gave a review of how Unstereotype advertising is bearing fruit, as measured by their Gender Unstereotype Metric. Positive and progressive portrayals of women rose 2% and of men 4% in the past 12 months across the industry. Unstereotype Alliance members consistently outperformed non-members against this metric. In markets where the Alliance is present, more screen time was given to female protagonists, females and males depicted in non-traditional gender roles and people of diverse ethnic origin, skin colour and body size.
This year, the Unstereotype Alliance’s 3Ps playbook was refreshed with additional guidance on portrayals of healthy masculinity, people with disabilities, women in sports, and diversity in body types. This can be found on the Unstereotype Alliance’s member hub.
This year, the Unstereotype Alliance’s 3Ps playbook was refreshed with additional guidance on portrayals of healthy masculinity, people with disabilities, women in sports, and diversity in body types. This can be found on the Unstereotype Alliance’s member hub.
Going woke does not mean going broke
The Alliance, in partnership with Saïd Business School, University of Oxford, Kantar, WARC and six Alliance members (including Unilever and Mondelez) studied 21 brands across 30 countries. Andrew Stephen from Saïd Business School shared data showing that progressive marketing drives sales. This teaser session focused on brand health, consideration and valuation metrics, showing how brands that score highest on the Unstereotype Metric (as a proxy for progressive advertising) also score significantly higher on brand equity and purchase-related metrics.
In addition to being 1.6X as ‘likely’ to be perceived as making people’s lives better, 1.74X to be seen as ‘socially responsible’ and 1.25X as’ likely to be seen as a brand you can trust’, they scored 2.25X higher on ‘brand uniqueness’, 2.28X on ‘brand affinity’, 1.5X on ‘purchase consideration’, 1.16X on ‘trial consideration’, 1.33X on brand ‘worth more than it costs’; and 1.47X on ‘brand loyalty’.
You can view the presentation here
In addition to being 1.6X as ‘likely’ to be perceived as making people’s lives better, 1.74X to be seen as ‘socially responsible’ and 1.25X as’ likely to be seen as a brand you can trust’, they scored 2.25X higher on ‘brand uniqueness’, 2.28X on ‘brand affinity’, 1.5X on ‘purchase consideration’, 1.16X on ‘trial consideration’, 1.33X on brand ‘worth more than it costs’; and 1.47X on ‘brand loyalty’.
You can view the presentation here
The Billion-dollar Barbie proof point
Lisa McKnight, EVP, and Chief Brand Officer at Mattel, talked about how Mattel’s multi-year journey to recommit to Barbie’s purpose “to inspire the limitless potential in every girl had reinvigorated the brand, which now offers the most diverse doll assortment in the world. She described tackling stereotypes as a growth driver, indeed a survival strategy, saying, “Unstereotyping is critical to our success” laying the groundwork for the brand’s return to growth and the billion-dollar blockbuster Barbie movie.
She described how the team managed the risks associated with the project, including being willing to publicly reckon with the brand’s history in reinforcing harmful stereotypes (by naming Margot Robbie’s character “Stereotypical Barbie”). McKnight shared a topline view of the Barbie brand playbook – brand purpose, design-led innovation, cultural relevance, and execution excellence. McKnight also spoke about the brand’s evolution from a purveyor of products to an instigator of ideas: “Barbie the movie has proved our long-term strategy to evolve from a toy manufacturer to an IP-driven company .” You can watch the conversation at this link, starting at 1 hour 28 mins.
She described how the team managed the risks associated with the project, including being willing to publicly reckon with the brand’s history in reinforcing harmful stereotypes (by naming Margot Robbie’s character “Stereotypical Barbie”). McKnight shared a topline view of the Barbie brand playbook – brand purpose, design-led innovation, cultural relevance, and execution excellence. McKnight also spoke about the brand’s evolution from a purveyor of products to an instigator of ideas: “Barbie the movie has proved our long-term strategy to evolve from a toy manufacturer to an IP-driven company .” You can watch the conversation at this link, starting at 1 hour 28 mins.
The untapped power of the disability community
The disability community was powerfully represented by Microsoft’s Director of Inclusive Design and disability advocate Christina Mallon. She highlighted that only 1% of ads feature disability, while 50% of representations of the disability community show disability in a negative way. “You have the power to make me feel disabled or not,” Mallon told everyone in the room, “inauthentic representation can undermine any positive intent of inclusion .” She shared Microsoft’s Inclusive Design Toolkit and was also part of a key panel on Inclusion and AI.
Christina Mallon urged the audience to think of AI as a tool for inclusion, not exclusion, describing how important tackling stereotypes is to training AI correctly rather than training it to perpetuate harmful stereotypes. Others on the panel spoke to similar ideas about other under-represented groups. A theme of the summit was the importance of partnership with the communities you aim to represent, with the mantra “who makes the work shows up in the work“.
Christina Mallon urged the audience to think of AI as a tool for inclusion, not exclusion, describing how important tackling stereotypes is to training AI correctly rather than training it to perpetuate harmful stereotypes. Others on the panel spoke to similar ideas about other under-represented groups. A theme of the summit was the importance of partnership with the communities you aim to represent, with the mantra “who makes the work shows up in the work“.
The overlooked older consumer
Ayesha Walawalker and Nicky Bullard, both of MullenLowe Group UK, highlighted the huge gap and missed opportunity around representation in advertising of consumers over 50. 47% of US adults are aged 50+, and 57% of every $ spent is by consumers 50+, and yet only 15% of ads include someone 50+ (that number drops to 4% for 60+ – our performance on this is even worse). 80% of people over 50 said they were unhappy about their representation in marketing and advertising. “Ageism in the ad industry is not just outrageous, it’s commercially stupid,” said Bullard, using the example of Heineken’s The Night is Young as a campaign that celebrates the older consumer. “If brands ignore you, of course,, you’re going to ignore brands,” added Ayesha Wulawalkar on missed revenue for brands that don’t consider older audiences.
Inclusive media – the new frontier
Dale Green, Global Director at Purpose Marketing at Mars, had the privilege of introducing the new Unstereotype Alliance Guide to Inclusive Media (the 3Bs) and interviewing Rachel Lowenstein (Mindshare), Traci Spiegelman (Mastercard), Elda Choucair (OMG) and Caitlin Dorgler (Diageo). Under the headline that inclusive advertising isn’t just about creative, the 3 Bs urge media agencies and buyers to consider inclusivity in their media b riefs, in their b locked lists and in their b uys. Rachel Lowenstein highlighted that while we’ve done a good job wielding our industry’s content to drive progress, we’ve neglected the $885bn spent annually on paid media. She urged media buyers to consider how their buys can support under-represented media owners and content creators, flagging that women-black- and other minority-owned media are struggling. Dale highlighted that if you don’t reach these audiences, you’re missing the opportunity to target them with your messaging (ie penetration).
You can watch the recording here and access the 3Bs toolkit here.
You can watch the recording here and access the 3Bs toolkit here.
Braving the backlash
While the threat of backlash to taking progressive action is real, so is the risk of not doing so. In one workshop, Creative Equals contrasted a heavily criticized Samsung ad that featured a woman running alone at night to the celebrated Adidas Ridiculous Run activation in partnership with non-profit White Ribbon, grounded in research finding 92% of women are concerned for their safety when they go for a run and building on a branded commitment to help make sport equal.
The group agreed that while great planning is critical and can inoculate against some negative reactions, understanding that some backlash is inevitable is part of the work; indeed, if you’re not garnering a reaction, maybe you’re not being bold enough.
The group agreed that while great planning is critical and can inoculate against some negative reactions, understanding that some backlash is inevitable is part of the work; indeed, if you’re not garnering a reaction, maybe you’re not being bold enough.
Girlhood at the Centre of the Universe
Rachel Lowenstein made a compelling case for taking girl culture and femme creativity seriously, highlighting Beyonce, Taylor Swift and Barbie as evidence of the power of the multi-billion dollar girl economy. She posits this ‘season of girlhood’ and the shift of ‘girl’ from a noun to an adjective (see: girl dinner, girl math) as a reaction against the raft of legislative policies and ideologies that harm women and girls globally and devalue female culture. You can watch this engaging talk at hour 2 of this video.
Additional resources from the Unstereotype Alliance.
Additional resources from the Unstereotype Alliance.
State of the Industry Report
This year’s report highlights that stereotypical representations in advertising continue to have negative consequences, including alienating some consumer segments and perpetuating harmful biases – and that such representations are out of step with consumers. 67% of consumers trust brands that make honest claims about their social initiatives and act with the best interests of society at heart. 63% are more likely to buy from brands making an effort to represent people like them. 60% believe brands that do not deliver on inclusion will become irrelevant. The report also issues a call to action for greater bravery “to push forward against the pushback” against progressive and inclusive marketing. More here.
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PUBLISHED
Mar 05, 2024
WORDS
Will Reuben
Should You Start Adding Your Pronouns To Your Email Signature?
Will Reuben, Designer at Revolt talks about how small acts of inclusivity can make a big difference.
As we continue to aim for a complete sense of belonging for everyone within the workplace it is important to understand the significance of acknowledging and respecting individual identities. One simple step to take to achieve this, is to include pronouns within email signatures.
An email signature is there as a way to display the key contextual information you use to identify yourself and how you wish to be addressed. This helps whoever receives the email to know how you identify and how they may refer to you.
Pronouns, for example: “she/her” refer to the words people use to identify their gender (not to be confused with sex). By adding them to your email signature you are giving the recipient clarity on which pronouns are to be used when referring to you.
The most commonly seen pronouns are “he/him” and “she/her”. “They/them” would refer to someone who identifies as gender fluid or non-binary, meaning that they do not conform to the traditional ‘binary’ genders commonly associated with men and women.
Neopronouns go beyond those that most people are familiar with. They are ‘neologistic’ third-person personal pronouns and refer to any pronouns other than he, she or they. An example of this would be “Xem/Xe/Xir” (pronounced Zem/Ze/Zir) and date back to 1789. They are used by people who feel these more accurately describe their gender compared to conventional pronouns.
You may see people with a combination of pronouns, this is to suggest that they are comfortable being referred to with a mixture of any that are listed, and they may also change, so keep referencing their email signature to prevent misgendering. If you accidentally misgender someone, the best thing to do is apologise, correct yourself, then simply resume the conversation you were having.
The agency I work at, Revolt, does not make it compulsory to list your pronouns in your email signature, this is because many people, for personal and sensitive reasons, may not feel comfortable publicising their pronouns. For example, someone who is in the process of transitioning may not identify with the pronouns assigned to them at birth and could be living with Gender dysphoria. Whilst inclusion of pronouns is beneficial it’s essential to approach it with sensitivity. Including pronouns is a sign of respect. By explicitly stating one’s pronouns individuals show consideration for others’ preferences and signal an open and supportive environment.
If you are a cis-gender person, (cis meaning someone who identifies with the gender assigned to them at birth) you may be wondering why you might include your pronouns in your email signature. The simple reason is that it normalises discussion about gender, which can benefit everyone.
For the trans and non-binary community, using correct pronouns is not only a simple and respectful way to communicate but it can also be a powerful way to increase gender affirmation and a sense of belonging. By doing this one act it avoids assumptions and minimises the potential for misgendering.
Doing so demonstrates the commitment an organisation has to diversity, inclusion and belonging. When employees see pronouns included in their colleague’s signature it signals an inclusive and progressive culture and helps create a safe space for inclusive and curious conversation that ultimately leads to a wider felt sense of belonging within the workplace and beyond.
Globally, language and culture varies in expressions of gender identity and so the inclusion of pronouns can help bridge cultural differences or gaps and encourage understanding.
If you are unsure about someone’s pronouns, the simplest way to be clear is to ask the question ‘What pronouns do you use?’
Beyond this, displaying your pronouns within Zoom, Google Meets and Microsoft Teams is also a small, and impactful thing you can do in developing an inclusive and accessible workplace.
These steps are practical ways of acknowledging and honoring diverse identities, and leads to a greater sense of fulfillment from both the employer and employee. While this may seem like a relatively simple act, it is all part of how a brand can adopt an inclusive approach to communicating with all of its audiences: employees, partners and customers.
If you are thinking about adding them to your signature but don’t know where to put them, you can use Revolt’s layout as a reference.
FIRST NAME
LAST NAME
Job Title
she/her
07123 456 789
name@revoltlondon.com
revoltlondon.com
An email signature is there as a way to display the key contextual information you use to identify yourself and how you wish to be addressed. This helps whoever receives the email to know how you identify and how they may refer to you.
Pronouns, for example: “she/her” refer to the words people use to identify their gender (not to be confused with sex). By adding them to your email signature you are giving the recipient clarity on which pronouns are to be used when referring to you.
The most commonly seen pronouns are “he/him” and “she/her”. “They/them” would refer to someone who identifies as gender fluid or non-binary, meaning that they do not conform to the traditional ‘binary’ genders commonly associated with men and women.
Neopronouns go beyond those that most people are familiar with. They are ‘neologistic’ third-person personal pronouns and refer to any pronouns other than he, she or they. An example of this would be “Xem/Xe/Xir” (pronounced Zem/Ze/Zir) and date back to 1789. They are used by people who feel these more accurately describe their gender compared to conventional pronouns.
You may see people with a combination of pronouns, this is to suggest that they are comfortable being referred to with a mixture of any that are listed, and they may also change, so keep referencing their email signature to prevent misgendering. If you accidentally misgender someone, the best thing to do is apologise, correct yourself, then simply resume the conversation you were having.
The agency I work at, Revolt, does not make it compulsory to list your pronouns in your email signature, this is because many people, for personal and sensitive reasons, may not feel comfortable publicising their pronouns. For example, someone who is in the process of transitioning may not identify with the pronouns assigned to them at birth and could be living with Gender dysphoria. Whilst inclusion of pronouns is beneficial it’s essential to approach it with sensitivity. Including pronouns is a sign of respect. By explicitly stating one’s pronouns individuals show consideration for others’ preferences and signal an open and supportive environment.
If you are a cis-gender person, (cis meaning someone who identifies with the gender assigned to them at birth) you may be wondering why you might include your pronouns in your email signature. The simple reason is that it normalises discussion about gender, which can benefit everyone.
For the trans and non-binary community, using correct pronouns is not only a simple and respectful way to communicate but it can also be a powerful way to increase gender affirmation and a sense of belonging. By doing this one act it avoids assumptions and minimises the potential for misgendering.
Doing so demonstrates the commitment an organisation has to diversity, inclusion and belonging. When employees see pronouns included in their colleague’s signature it signals an inclusive and progressive culture and helps create a safe space for inclusive and curious conversation that ultimately leads to a wider felt sense of belonging within the workplace and beyond.
Globally, language and culture varies in expressions of gender identity and so the inclusion of pronouns can help bridge cultural differences or gaps and encourage understanding.
If you are unsure about someone’s pronouns, the simplest way to be clear is to ask the question ‘What pronouns do you use?’
Beyond this, displaying your pronouns within Zoom, Google Meets and Microsoft Teams is also a small, and impactful thing you can do in developing an inclusive and accessible workplace.
These steps are practical ways of acknowledging and honoring diverse identities, and leads to a greater sense of fulfillment from both the employer and employee. While this may seem like a relatively simple act, it is all part of how a brand can adopt an inclusive approach to communicating with all of its audiences: employees, partners and customers.
If you are thinking about adding them to your signature but don’t know where to put them, you can use Revolt’s layout as a reference.
FIRST NAME
LAST NAME
Job Title
she/her
07123 456 789
name@revoltlondon.com
revoltlondon.com
PUBLISHED
Feb 29, 2024
WORDS
Alex Lewis
Authenticity Meets Sustainability: How Revolt And Anthesis Are Redefining Brand Purpose
Revolt co-founder Alex Lewis reflects on the agency’s roots and looks to the future with new partner Anthesis founder Stuart McLachlan
Founded in 2017, Revolt was born out of a vision deeply rooted in the belief that brands can serve as catalysts for positive change in society.
Alex Lewis, the agency’s co-founder, traces the company’s origins to his early days at the Co-Op Bank, where he witnessed firsthand the transformative potential of purpose-driven branding. “My very first job was at the Co-Op Bank… They had a really clear and compelling ethical policy,” Lewis reminisces. Inspired by this experience, Lewis envisioned a space where brands could authentically connect with audiences through purpose-driven narratives.
“When it came to founding Revolt, it was in many ways going back to that initial experience at the bank but trying to build a business that could lean in and be true to those values through everything that they did,” Lewis explains.
Launching Revolt necessitated assembling a team of individuals who shared a passion for purpose-driven marketing. “You don’t want to take on just any passenger on that journey,” he says. “And there are certain skill sets that you look out for. I’m a strategist by trade, complementing that with Client Services is the obvious thing.”
That’s where co-founder Peter Bardell comes in. Lewis and Bardell didn’t know each other but they both knew Chris Gallery from Mother. “Pete and I hadn’t worked together before Revolt, and that’s a bit unusual. We both knew Chris from Mother and he’s one of those people who has an eye for knowing who works well together,” Lewis recalls. “He brought us together.”
In the nascent stages of Revolt’s journey, support came in the form of a strategic partnership with JKR, the design agency. “I’d worked at JKR for many years, they were often the wrangling and design partner on plans for Mars and at the time, Guinness,” Lewis recounts. Through JKR’s investment and guidance, Revolt found the resources and mentorship needed to navigate the challenges of early-stage growth.
“Being able to scale from two desks to 20 desks and not worry too much about your ability to do that took a huge amount of stress away,” Lewis explains, referring to the support provided by JKR. “They brought office space, a little bit of counsel from some of the people who were able to test what Peter and I were thinking and planning.”
From its inception, Revolt set out to challenge the status quo and redefine the role of brands in society. “The first way to use purpose properly is to make sure it’s what you actually do,” Lewis emphasises. “We encourage action to be at the heart of what brands are doing, and then it’s about publicising those actions, rather than just making a load of noise.”
This proved to be a sound basis on which to launch an agency, and Revolt has thrived, with a client list that includes Mars, Budweiser, Deliveroo and Heinz and offices in London and New York. No surprise then that at the beginning of the year the agency was snapped up by Anthesis, marking a significant milestone in purpose-driven marketing. This strategic move combines Revolt’s expertise in brand storytelling with Anthesis’s leadership in sustainability consultancy. By integrating sustainability principles into brand narratives, the collaboration aims to drive meaningful change and set new industry standards.
Stuart McLachlan, the founder of Anthesis, says of the deal: “The merger represents a natural alignment of values and vision between the two companies. Revolt’s track record of leveraging brand narratives for positive societal impact complements Anthesis’s focus on environmental, social, and governance (ESG) strategies.”
As Revolt and Anthesis embark on this new journey together, they remain steadfast in their commitment to driving positive change. Through innovative solutions and impactful storytelling, they aim to empower brands to make a meaningful difference while creating long-term value for society and the environment. With this pivotal collaboration underway, Lewis and McLachlan offer insight into the partnership’s direction and the opportunities it presents.
Alex, tell us about that moment when Anthesis came calling, and you had that opportunity to move your business onto a whole new level.
Alex Lewis: In a way, it feels like the end of a chapter. Pete (Bardell, co-founder) and I were chatting at the beginning of last year, and one thing on our minds was the growth of the business. With the appointment of our first MD, our roles as founders were evolving. We saw great potential in the US market, especially as we were gearing up to open our inaugural office there. While it didn’t necessarily grant us more autonomy, there was definitely a shift emotionally. Beyond the strategic implications, it marked the end of our initial chapter. That’s what kickstarted our discussions with Anthesis.
Stuart, how does Revolt fill a gap in your service portfolio?
Stuart McLachlan: Ten years ago, Anthesis emerged from a decade of frustration, fuelled by my belief that humanity would confront its greatest transformation, akin to the challenge of climate change. Within my industry, I witnessed the frustration of fragmented sustainability efforts.
A pivotal issue contributing to this fragmentation was the absence of a bold, cohesive organisational purpose—a North Star guiding our direction; sustainability initiatives often faltered, intensifying the call for meaningful action.
So we decided to start something new to address that. We embraced robust scientific research, yet acknowledged its insufficiency in driving change alone; we merged breadth and depth to devise propositions for our clients that exceeded market expectations.
Now under Revolt’s leadership, we can engage with the market at an elevated level, harnessing our collective expertise to enact change.
So how will Revolt be brought into the Anthesis proposition?
McLachlan: We’re not in the business of amalgamating companies into a shapeless whole; that’s not our approach.
Instead, we embrace the recognition of diverse identities. Each facet of our business, whether technical or digital, will naturally cultivate its own distinct culture, separate from that of Revolt. Our strength lies in the diversity of cultures, which we proudly celebrate. Operating across 23 countries, we encounter a rich tapestry of geographical and regional nuances—from Catalonia to Stockholm to Shanghai to Abu Dhabi, and beyond. This diversity enriches our work, which is not just about discussion but about tangible delivery, tailored to local cultures and languages.
However, there’s a crucial need for a unifying force. We adhere to the principle of unity in essentials, delineated by our vision, values, purpose, and strategy. This is where convergence is essential. Gradually, this process will culminate in a unified brand. It’s a journey of evolution that we’re committed to, whilst recognising the inherent value in the Revolt brand. We must undertake a meticulous process to amalgamate the essence of Anthesis with that of Revolt, ensuring we preserve and enhance both brands’ value.
Lewis: Pete and I swiftly embraced the vision for Anthesis and became excited about shaping its brand, as we’ll soon become part owners. Our enthusiasm stems from the broader service spectrum and the skills we bring from Revolt’s journey. We quickly grasped this evolution.
However, internally, we must remain mindful as not everyone fully perceives Anthesis’s potential; awareness is growing weekly. Anthesis’s appeal lies in offering a blend of autonomy and structure, unlike scenarios where private equity drives autonomy. Our plan involves distilling Revolt’s essence into Anthesis, though not necessarily under the Revolt brand within the next year or two.
Our challenge is familiarising staff, talent and the CMO community with the Anthesis brand. In the interim, there’s work to be done in showcasing Anthesis’s evolution into a company that attracts creatives, strategists, and CMOs alike. The emotional journey involves letting go of a highly successful business, one in which we hold the largest stake, and a venture that was personally meaningful. It wasn’t merely a commercial endeavour; it held personal significance for us.
But while there is obviously a change, it’s not so much about giving things up as it is about embracing new opportunities to collaborate with different people. While there is a relinquishment of certain aspects of autonomy, it’s seen through the lens of excitement in working with new skill sets and expanding our footprint. We now have the chance to embed the rigour we’ve always strived for in our work, while also tapping into fresh inspiration. It’s different, but it’s exciting.
In what ways do you anticipate the merger will enhance your collective ability to adapt to evolving industry trends and meet the changing needs of your clients?
McLachlan: We believe we’re witnessing the end of an era, where many established models and systems are proving to be dysfunctional. Our clients are confronting the reality that they must embark on a transformative journey with their businesses. This demands a new breed of leadership, one that is inspirational and pioneering. To bring their assets and stakeholders along, they must forge connections, establish a clear purpose, and communicate effectively. It’s essential to grasp the entire value chain, not just traditional customer and supply chain dynamics.
This shift necessitates a different skill set, blending scientific rigour with emotional intelligence. We’re enthusiastic about this paradigm shift, as it aligns with our vision for business. We see ourselves as assembling the pieces of a puzzle, ensuring the right image is on the lid and the correct pieces are in the box. We’re committed to supporting our clients every step of the way on this journey, navigating through regulatory challenges towards value creation. And maybe we can inspire others by showcasing the path to success.
Lewis: Looking back 15 to 20 years, we can discern the seeds of digital transformation beginning to take root. It’s a fascinating parallel to the current landscape as we collaborate with Anthesis. The prospect is undeniably thrilling, albeit intricately complex, necessitating expert guidance. Recognising the inherent value is paramount.
In the industry, agencies embraced this shift, while individuals ventured into their own initiatives. But, the most successful partners in digital transformation were those offering end-to-end solutions, seamlessly blending scientific rigour with creative innovation to see how it all stitches together.
They also understood how to tailor the value proposition to different audiences amidst shifting demographics, financial challenges, and heightened scrutiny. This calls for holistic solutions that carefully marry these elements. As we forge ahead, we’re strategically positioning ourselves to meet these demands, acknowledging the analytical recognition of our progress in this direction.
What advice would you give now to a budding entrepreneur, who’s thinking of launching their own agency?
Lewis: Be passionate about what you want to do. Don’t chase it solely for financial gain or attention. If you’re discontent with your current job or salary, that shouldn’t be the driving force. I left a job I enjoyed with great colleagues, but that wasn’t my motivation. Pursue something because you believe you can contribute to building an amazing business. Be ready for intense and hard work because you’re gonna have to roll up your sleeves throughout that journey.
Alex Lewis: In a way, it feels like the end of a chapter. Pete (Bardell, co-founder) and I were chatting at the beginning of last year, and one thing on our minds was the growth of the business. With the appointment of our first MD, our roles as founders were evolving. We saw great potential in the US market, especially as we were gearing up to open our inaugural office there. While it didn’t necessarily grant us more autonomy, there was definitely a shift emotionally. Beyond the strategic implications, it marked the end of our initial chapter. That’s what kickstarted our discussions with Anthesis.
Stuart, how does Revolt fill a gap in your service portfolio?
Stuart McLachlan: Ten years ago, Anthesis emerged from a decade of frustration, fuelled by my belief that humanity would confront its greatest transformation, akin to the challenge of climate change. Within my industry, I witnessed the frustration of fragmented sustainability efforts.
A pivotal issue contributing to this fragmentation was the absence of a bold, cohesive organisational purpose—a North Star guiding our direction; sustainability initiatives often faltered, intensifying the call for meaningful action.
So we decided to start something new to address that. We embraced robust scientific research, yet acknowledged its insufficiency in driving change alone; we merged breadth and depth to devise propositions for our clients that exceeded market expectations.
Now under Revolt’s leadership, we can engage with the market at an elevated level, harnessing our collective expertise to enact change.
So how will Revolt be brought into the Anthesis proposition?
McLachlan: We’re not in the business of amalgamating companies into a shapeless whole; that’s not our approach.
Instead, we embrace the recognition of diverse identities. Each facet of our business, whether technical or digital, will naturally cultivate its own distinct culture, separate from that of Revolt. Our strength lies in the diversity of cultures, which we proudly celebrate. Operating across 23 countries, we encounter a rich tapestry of geographical and regional nuances—from Catalonia to Stockholm to Shanghai to Abu Dhabi, and beyond. This diversity enriches our work, which is not just about discussion but about tangible delivery, tailored to local cultures and languages.
However, there’s a crucial need for a unifying force. We adhere to the principle of unity in essentials, delineated by our vision, values, purpose, and strategy. This is where convergence is essential. Gradually, this process will culminate in a unified brand. It’s a journey of evolution that we’re committed to, whilst recognising the inherent value in the Revolt brand. We must undertake a meticulous process to amalgamate the essence of Anthesis with that of Revolt, ensuring we preserve and enhance both brands’ value.
Lewis: Pete and I swiftly embraced the vision for Anthesis and became excited about shaping its brand, as we’ll soon become part owners. Our enthusiasm stems from the broader service spectrum and the skills we bring from Revolt’s journey. We quickly grasped this evolution.
However, internally, we must remain mindful as not everyone fully perceives Anthesis’s potential; awareness is growing weekly. Anthesis’s appeal lies in offering a blend of autonomy and structure, unlike scenarios where private equity drives autonomy. Our plan involves distilling Revolt’s essence into Anthesis, though not necessarily under the Revolt brand within the next year or two.
Our challenge is familiarising staff, talent and the CMO community with the Anthesis brand. In the interim, there’s work to be done in showcasing Anthesis’s evolution into a company that attracts creatives, strategists, and CMOs alike. The emotional journey involves letting go of a highly successful business, one in which we hold the largest stake, and a venture that was personally meaningful. It wasn’t merely a commercial endeavour; it held personal significance for us.
But while there is obviously a change, it’s not so much about giving things up as it is about embracing new opportunities to collaborate with different people. While there is a relinquishment of certain aspects of autonomy, it’s seen through the lens of excitement in working with new skill sets and expanding our footprint. We now have the chance to embed the rigour we’ve always strived for in our work, while also tapping into fresh inspiration. It’s different, but it’s exciting.
In what ways do you anticipate the merger will enhance your collective ability to adapt to evolving industry trends and meet the changing needs of your clients?
McLachlan: We believe we’re witnessing the end of an era, where many established models and systems are proving to be dysfunctional. Our clients are confronting the reality that they must embark on a transformative journey with their businesses. This demands a new breed of leadership, one that is inspirational and pioneering. To bring their assets and stakeholders along, they must forge connections, establish a clear purpose, and communicate effectively. It’s essential to grasp the entire value chain, not just traditional customer and supply chain dynamics.
This shift necessitates a different skill set, blending scientific rigour with emotional intelligence. We’re enthusiastic about this paradigm shift, as it aligns with our vision for business. We see ourselves as assembling the pieces of a puzzle, ensuring the right image is on the lid and the correct pieces are in the box. We’re committed to supporting our clients every step of the way on this journey, navigating through regulatory challenges towards value creation. And maybe we can inspire others by showcasing the path to success.
Lewis: Looking back 15 to 20 years, we can discern the seeds of digital transformation beginning to take root. It’s a fascinating parallel to the current landscape as we collaborate with Anthesis. The prospect is undeniably thrilling, albeit intricately complex, necessitating expert guidance. Recognising the inherent value is paramount.
In the industry, agencies embraced this shift, while individuals ventured into their own initiatives. But, the most successful partners in digital transformation were those offering end-to-end solutions, seamlessly blending scientific rigour with creative innovation to see how it all stitches together.
They also understood how to tailor the value proposition to different audiences amidst shifting demographics, financial challenges, and heightened scrutiny. This calls for holistic solutions that carefully marry these elements. As we forge ahead, we’re strategically positioning ourselves to meet these demands, acknowledging the analytical recognition of our progress in this direction.
What advice would you give now to a budding entrepreneur, who’s thinking of launching their own agency?
Lewis: Be passionate about what you want to do. Don’t chase it solely for financial gain or attention. If you’re discontent with your current job or salary, that shouldn’t be the driving force. I left a job I enjoyed with great colleagues, but that wasn’t my motivation. Pursue something because you believe you can contribute to building an amazing business. Be ready for intense and hard work because you’re gonna have to roll up your sleeves throughout that journey.
PUBLISHED
Feb 27, 2024
WORDS
Isidora Mazibrada
Here’s how fashion brands can make lasting sustainability changes
The fashion industry must improve its sustainability creds, says Isidora Mazibrada of Revolt. Here’s how businesses and marketers can together build a brighter future.
How fashion brands can lead on sustainability in 2024
We all know fashion has a problem. Roughly 70 billion new garments are produced annually, creating up to 10% of global emissions. Tougher laws and regulations are coming in the year ahead, as the imperative to limit warming to 1.5°C intensifies. Industry execs know it’s time to change, with many labeling sustainability as both their top priority and greatest challenge for 2024. While leading brands have been quick to commit to Net Zero, the majority of fashion brands aren’t on track to meet their emissions targets. For brands looking to drive progress and effect change, here are five key areas of focus that could have a positive impact, in terms of both sustainability and marketing.
Acts first, ads second
The rules on greenwashing are changing. Communications with inflated claims and empty promises aren’t going to pass new tests by advertising authorities. This is great news for fashion brands. Research shows that greenwashing can lead to a loss of loyalty, trust and satisfaction. The EU’s new rules will help marketers avoid making brand-damaging errors. So what is the best way forward? At this crucial moment, action must come before talk. Take H&M Group, which has previously faced greenwashing lawsuits, but is now co-investing in developing an offshore wind energy project in Bangladesh. If approved, it would supply around 40% of the country’s power and reduce CO2 emissions by approximately 725,000 tons each year – a huge win for the industry and the planet. Real cut through for brands will come from investment into impactful solutions, that are then turned into compelling stories for stakeholders.
Bridge the say-do gap
The gap between consumers’ sustainability intentions and actions is a hot topic. Savvy marketers will recognise an opportunity to nudge consumers to make sustainable choices. Behaviour change principles, like Ipsos’ MAPPS framework, can act as a guide. MAPPS lists five key behaviour drivers: motivation, ability, physical, processing, and social. Fashion retailer FarFetch and ethics and sustainability ratings platform Good on You, capitalized on consumer motivation for sustainable purchasing and enhanced the remaining drivers by collaborating to create the ‘Good Measures’ hub. The hub provided the physical context for consumers to make conscientious shopping decisions through a dedicated ‘Positively Conscious’ section. FarFetch then celebrated brands and products with improved sustainability ratings in comms. The collaboration resulted in an impressive 93% surge in conscious searches and a 60% growth in conscious product purchases. These results indicate the success on offer for brands that can help consumers navigate the complex journey of sustainability.
Implement and scale circularity
Fashion is at a crossroads. There’s growing awareness that the continued production of new products, even if at reduced emissions, is incompatible with science based targets. So how can brands continue to benefit their bottom lines, without impacting the planet? Closed loop systems – that are circular and regenerative – offer a real opportunity. Not only would scaling these help brands meet targets on emissions and waste, but research shows they can drive revenue, increase customer engagement and acquisition. J.Crew reported that in its first three months of using thredUP’s Resale-as-a-Service, its customers recirculated over 34,000 items, avoiding over 150,000 pounds of carbon emissions. Items sent in earnt customers credit to spend on J.Crew, strengthening their relationship with the brand. Brands that can decouple growth from new products will set themselves up as sustainable leaders.
Embrace sustainable storytelling
Fashion has an elephant in the room. Recent research suggests that until demand for resources is reduced, climate breakdown will persist. Fashion brands play a huge role in driving demand – so much so that the UN has warned the industry against fuelling overconsumption. This leaves brands with a conundrum. What does the future of fashion communications look like? Is there a way to engage consumers just enough to reach sales targets, but not too much in that the strain on the planet continues?
For marketers that want to lead their brands into the future, the narrative on what makes a perfect wardrobe needs to be rewritten. When done well, this looks like the efforts of luxury, sustainable brand Mara Hoffman, which alongside sustainable innovation, tells consumers to ‘Buy Less, Wear More, Wash Less’. In 2023, it won the CFDA Fashion Award for Environmental Sustainability, an accolade previously awarded to Patagonia and the United Nations. There is bravery that comes with pivoting communications away from the ‘norm’, but rewards for brands that do it well.
For marketers that want to lead their brands into the future, the narrative on what makes a perfect wardrobe needs to be rewritten. When done well, this looks like the efforts of luxury, sustainable brand Mara Hoffman, which alongside sustainable innovation, tells consumers to ‘Buy Less, Wear More, Wash Less’. In 2023, it won the CFDA Fashion Award for Environmental Sustainability, an accolade previously awarded to Patagonia and the United Nations. There is bravery that comes with pivoting communications away from the ‘norm’, but rewards for brands that do it well.
Account for impact
In the struggle against margin pressures, fashion brands find themselves in the web of low-cost, outsourced manufacturing. Awareness is spreading that a reliance on razor-thin margins threatens transparency on emissions and ethics, but also exposes brands to the peril of damages. This was demonstrated by Boohoo in 2020 – a whopping £1bn loss and a £100m lawsuit over alleged slavery in Leicester factories. With regulators and consumers demanding heightened accountability, brands can no longer afford to turn a blind eye. It’s time for a seismic shift in perspective – accounting for both positive and negative impacts upfront. This isn’t just about numbers, it’s about creating a comprehensive financial picture that paves the way for innovative operating models. Stella McCartney is a trailblazer in the space, having published an annual Impact Report for the past decade. As fashion’s true costs undergo scrutiny, impact accounting will become an essential practice for brands committed to inside-out transformation.
While fashion has a long road to true sustainable transformation, there are glimmers of hope. As one of the world’s most creative industries, known for pushing boundaries, the challenge of sustainability should not be feared. Rather, it should be seen as an opportunity to innovate and create groundbreaking new business models for the future.
While fashion has a long road to true sustainable transformation, there are glimmers of hope. As one of the world’s most creative industries, known for pushing boundaries, the challenge of sustainability should not be feared. Rather, it should be seen as an opportunity to innovate and create groundbreaking new business models for the future.
PUBLISHED
Feb 21, 2024
WORDS
Olly Lawder
The Body Shop. Buyer beware?
Read our take on the recent news of The Body shop announcing that they are going into administration.
One of the OG purpose brands, The Body Shop, went into administration this week. We’re reflecting on how to get the most value from owning the most impactful businesses.
With the potential loss of an icon, some people may be asking if a purpose-led brand can sell without selling out.
But many of the most innovative and disruptive brands (from Heckles to Oddbox) are now purpose-led, and with purposeful brands like Innocent and Ben and Jerry’s showing decent historic growth, the real question is not if, but when investors come calling.
The challenge for those buying purposeful brands is that, while they can grow well, if they don’t also progress, they’ll stagnate and burn out. L’Oreal were the first to buy The Body Shop and they helped expand it while keeping true to its founding values. It’s had two further owners since then and faced an eruption of competition from high-street retail and online challenger brands alike.
Now, every brand needs to stay fresh and relevant to maintain market appeal, but when a business has built its loyal fanbase with a strong founder, using their values and outspoken attitude, it’s going to fail if those now leading the brand are risk-averse. If you’re going to buy a purpose-led brand, you need to understand that the radical energy that created it is the same fuel that’s going to keep it re-creating, re-imagining and re-connecting with the people who love it.
Recent celebrity-led campaigns (hi Mel C) and a refocused purpose have attempted to reinvigorate The Body Shop, but it was all too little too late. There’s way more competition in the ethical cosmetics market than ever before and they’d fallen too far behind.
Buying a brand is not for the faint-hearted, but with more and more purposeful brands entering the market, brand managers need to make sure they have the courage and the creativity to cut through with a strong, authentic voice.
PUBLISHED
Jan 10, 2024
WORDS
Alex Lewis & Peter Bardell
Revolt merges with Anthesis
We’re pleased to announce that Revolt is merging with Anthesis, the largest group of dedicated sustainability professionals globally.
We founded Revolt seven years ago on the belief that the Purpose Transformation sweeping through business and brands would be just as significant as the digital one that preceded it. We sought to work with those leaders that recognised that the era of sustainable impact is within reach, and who were pivoting their business towards profitably solving the problems of people and the planet without profiting from creating them.
Today, this urgency is only accelerating, driven by the key megatrends of demographic change, the sustainability crisis and increased ESG scrutiny. We’re seeing sustainability move from start up to scale up. It’s no longer a topic on the fringes moved forward by the passion of individuals and small teams; it’s a business priority integrated to the core.
But this journey of transformation is difficult to navigate. 47% of sustainability change efforts fail (as opposed to 20% of all change efforts). The complexity and enigma of sustainability can be challenging, and the traditional consultancy and agency model is weakening clients’ capacity to adapt.
Fundamentally, we see the need to bridge the gap between the impact actions our clients are investing in and the value they could drive from them. Too many ESG investments fail to pay back with audiences. Too much communication is greenwashing in the absence of credible, scalable ESG impact. And too few initiatives are integrating the business actions with the branded application that ensures they endure.
In joining Anthesis, we believe there is a unique solution that truly sits at the intersection of sustainability and creativity to deliver impact that’s connected, credible and effective. Anthesis brings together 1300+ experts in 23 countries, to serve clients across their sustainability needs. Their teams combine broad and deep sustainability expertise with the commercial capabilities it takes to turn that into real change.
Aligned as B-Corps, the collective force of Revolt and Anthesis will activate and guide clients from the broken and unsustainable models of the old era, beyond a purely compliance agenda and mindset, and towards purposeful, sustainable value creation opportunities.
In getting to know each other’s businesses, we’ve found that we are two kindred spirits, united by a commitment to sustainable impact and the urgent action we need to deliver it. Together, we believe nobody is better placed to guide clients towards sustainable performance, through a journey that is science based, solution driven and purpose led.
Today, this urgency is only accelerating, driven by the key megatrends of demographic change, the sustainability crisis and increased ESG scrutiny. We’re seeing sustainability move from start up to scale up. It’s no longer a topic on the fringes moved forward by the passion of individuals and small teams; it’s a business priority integrated to the core.
But this journey of transformation is difficult to navigate. 47% of sustainability change efforts fail (as opposed to 20% of all change efforts). The complexity and enigma of sustainability can be challenging, and the traditional consultancy and agency model is weakening clients’ capacity to adapt.
Fundamentally, we see the need to bridge the gap between the impact actions our clients are investing in and the value they could drive from them. Too many ESG investments fail to pay back with audiences. Too much communication is greenwashing in the absence of credible, scalable ESG impact. And too few initiatives are integrating the business actions with the branded application that ensures they endure.
In joining Anthesis, we believe there is a unique solution that truly sits at the intersection of sustainability and creativity to deliver impact that’s connected, credible and effective. Anthesis brings together 1300+ experts in 23 countries, to serve clients across their sustainability needs. Their teams combine broad and deep sustainability expertise with the commercial capabilities it takes to turn that into real change.
Aligned as B-Corps, the collective force of Revolt and Anthesis will activate and guide clients from the broken and unsustainable models of the old era, beyond a purely compliance agenda and mindset, and towards purposeful, sustainable value creation opportunities.
In getting to know each other’s businesses, we’ve found that we are two kindred spirits, united by a commitment to sustainable impact and the urgent action we need to deliver it. Together, we believe nobody is better placed to guide clients towards sustainable performance, through a journey that is science based, solution driven and purpose led.
PUBLISHED
Dec 21, 2023
WORDS
Alex Lewis
2023 done properly
Reflecting on another incredible and impactful year at Revolt. Thank you to our team, clients and partners…let’s bring on 2024!
JANUARY
This year begins with the 3rd edition of Causes That Count, “climate change” falls from first to fourth place, giving way to concerns like “access to healthcare,” “unemployment and job security,” and the top-ranked issue, “poverty, hunger, and homelessness in my country.”
Jenny Bust is promoted to be our first MD. And we welcome
Olly, Jess, Mithun, Stephanie and our first Alicia of the year.
Jenny Bust is promoted to be our first MD. And we welcome
Olly, Jess, Mithun, Stephanie and our first Alicia of the year.
FEBRUARY
The Gut Stuff’s new show, “Know your shit,” debuts on Channel 4, garnering over 4 million viewers and becoming the largest unscripted launch since Bake Off. This contributes to the brand’s highest-ever monthly sales.
Also scaling new heights are those Revolters signing up to Revolt Climbs.
We sign off the month by running a round of inclusive marketing workshops for L’Oreal in California and welcoming Mervia to
the finance team.
Also scaling new heights are those Revolters signing up to Revolt Climbs.
We sign off the month by running a round of inclusive marketing workshops for L’Oreal in California and welcoming Mervia to
the finance team.
MARCH
A month of essential housekeeping. Work starts on the fit-out of our new Farringdon office and concludes with the fit-out of our new website.
Our SOS – Save Our Soil – platform debuts for Heinz in a Fortnite first, with players tasked with outrunning a shrinking safe zone that shines the light on the rapid rate at which soil health is declining.
Steph’s arrival reaps instant rewards, with her famous Friday emails somehow turning timesheet reminders into the high point of the week.
Becca joins just in time to celebrate our sixth birthday.
Our SOS – Save Our Soil – platform debuts for Heinz in a Fortnite first, with players tasked with outrunning a shrinking safe zone that shines the light on the rapid rate at which soil health is declining.
Steph’s arrival reaps instant rewards, with her famous Friday emails somehow turning timesheet reminders into the high point of the week.
Becca joins just in time to celebrate our sixth birthday.
APRIL
The winds of agricultural change are in the air as we start
working with Syngenta and visit a sustainable potato farm in Holland with Lays.
Ovarian Cancer Research tasks us with rebranding the vital work that they do. Our newsletter, On The Record, is relaunched (haven’t you signed up yet?).
Jack joined the rapidly expanding strategy team.
working with Syngenta and visit a sustainable potato farm in Holland with Lays.
Ovarian Cancer Research tasks us with rebranding the vital work that they do. Our newsletter, On The Record, is relaunched (haven’t you signed up yet?).
Jack joined the rapidly expanding strategy team.
MAY
Coronation weekend sees us leave the canal-crossed streets
of Camden for the jewel-encrusted lanes of Hatton Garden — takings at Leather Lane’s food market sky-rocket. And Foote, Phule, Bly and Rivera are amongst a series of new meeting rooms named after those overlooked activists who have shaped our world for the better.
Our coronation takes the form of resourcing royalty Sarah King joining the business.
of Camden for the jewel-encrusted lanes of Hatton Garden — takings at Leather Lane’s food market sky-rocket. And Foote, Phule, Bly and Rivera are amongst a series of new meeting rooms named after those overlooked activists who have shaped our world for the better.
Our coronation takes the form of resourcing royalty Sarah King joining the business.
JUNE
We’re Istanbul-bound with Pepsi at the UEFA Champions League final, partnering with Jose Segui for some epic ‘trash tricks’ to drive recycling at the event.
Meanwhile, a proud moment for Mars’s Make a Difference Marketing programme sees the business hit equal gender representation in their advertising for the first time. Pippa Morris is our new Head of Strategy, and Orlando joins our creative crew.
Meanwhile, a proud moment for Mars’s Make a Difference Marketing programme sees the business hit equal gender representation in their advertising for the first time. Pippa Morris is our new Head of Strategy, and Orlando joins our creative crew.
JULY
On the eve of the Women’s World Cup, Open Revolt partners with
KIND to explore the changing nature of fandom in women’s soccer.
The START Aluminium supply chain tracker goes live. And we make a fast start with new client Speedy, helping them to deliver a new era of sustainable tool and equipment hire.
We welcomed Ben Pechey to our offices last week to celebrate
Pride Month and learn more about the non-binary community.
Matt, Sarah, Clarice, and our second Alicia of the year all joined.
KIND to explore the changing nature of fandom in women’s soccer.
The START Aluminium supply chain tracker goes live. And we make a fast start with new client Speedy, helping them to deliver a new era of sustainable tool and equipment hire.
We welcomed Ben Pechey to our offices last week to celebrate
Pride Month and learn more about the non-binary community.
Matt, Sarah, Clarice, and our second Alicia of the year all joined.
AUGUST
Our debut art gallery piece, ‘Picture a World without Soil’ for Heinz, features three versions of Van Gogh’s ‘Les Vessenots.’ It portrays a future without arable land, the current soil degradation in 2023,
and the fertile land in 1890. This marks the second impact action under Heinz’s SOS banner, with more to come.
The animation we created for The Royal Foundation Centre for Early Childhood lights up Piccadilly Circus and our work with Live Nation kicks off.
And Jenny S gets a little too competitive at our inaugural Revolt Sports Day during a nail-biting egg and spoon race.
Isidora, Mary and Esme are the strategy triumvirate we’ve been waiting for, swiftly joined by Natasha in client service.
and the fertile land in 1890. This marks the second impact action under Heinz’s SOS banner, with more to come.
The animation we created for The Royal Foundation Centre for Early Childhood lights up Piccadilly Circus and our work with Live Nation kicks off.
And Jenny S gets a little too competitive at our inaugural Revolt Sports Day during a nail-biting egg and spoon race.
Isidora, Mary and Esme are the strategy triumvirate we’ve been waiting for, swiftly joined by Natasha in client service.
SEPTEMBER
Our Back to Bullying campaign for the Diana Award highlights just how difficult the return to school can be for many children in film, print
and a unique out-of-home at Westfield. Its message is felt far and wide, aired 11 times on BBC News and reaching 12 million people in over 30 media outlets.
We race along the Southbank during our charity treasure hunt summer party on the hottest September day on record. Across the pond, Olly heads to National Geographic in Washington DC and Rich leads the series of intimate client dinners in New York during Climate Week.
We welcome Jess, Rowan, Aurora, Jonah and Charlotte to Farringdon.
and a unique out-of-home at Westfield. Its message is felt far and wide, aired 11 times on BBC News and reaching 12 million people in over 30 media outlets.
We race along the Southbank during our charity treasure hunt summer party on the hottest September day on record. Across the pond, Olly heads to National Geographic in Washington DC and Rich leads the series of intimate client dinners in New York during Climate Week.
We welcome Jess, Rowan, Aurora, Jonah and Charlotte to Farringdon.
OCTOBER
Poking the Bear is our latest report, exploring how brands should engage on polarising topics in the forthcoming election year. Rich and Freya take to the stage at Sustainable Brands San Diego to share their findings.
Barry Boffy is back in the office to train up the team on Allyship.
The client service team get to know each other with an evening
of cooking classes at Migrateful.
We debut our work for Bud Light, the First Responders Fund, a
$3 million academic scholarship in collaboration with Folds of Honour. Directed by Emmy-winner Jen Stafford and produced with draftLine USA, emotive films highlight individual recipients, showcasing the scholarships’ transformative impact on their lives.
Emma, Adam, Alex, Georgia and Greg signed up.
Barry Boffy is back in the office to train up the team on Allyship.
The client service team get to know each other with an evening
of cooking classes at Migrateful.
We debut our work for Bud Light, the First Responders Fund, a
$3 million academic scholarship in collaboration with Folds of Honour. Directed by Emmy-winner Jen Stafford and produced with draftLine USA, emotive films highlight individual recipients, showcasing the scholarships’ transformative impact on their lives.
Emma, Adam, Alex, Georgia and Greg signed up.
NOVEMBER
Twice as many people discuss football compared to their feelings.
In collaboration with Common Goal, we introduce Create the Space —
a coalition fostering a positive link between the sport and mental health, involving players, fans, and organizations.
The second year of Kind’s heart-warming out of home campaign tells stories of kindness to commuters across London.
Meanwhile, in New York, Kate is at Sustainable Brands to help
a packed room of leading marketers understand the potential of
Impact Accounting. Our only month this year with no new joiners…
Linda puts her feet up.
In collaboration with Common Goal, we introduce Create the Space —
a coalition fostering a positive link between the sport and mental health, involving players, fans, and organizations.
The second year of Kind’s heart-warming out of home campaign tells stories of kindness to commuters across London.
Meanwhile, in New York, Kate is at Sustainable Brands to help
a packed room of leading marketers understand the potential of
Impact Accounting. Our only month this year with no new joiners…
Linda puts her feet up.
DECEMBER
Healthy Planet Productions announces its Net Zero roadmap, recycling classic ads and reducing production impact by 97%. The campaign
earns a 4-Star Rating from System1.
We proudly maintain B-corp certification with a score of 102.6 and welcome Nike and JD Sports as clients.
Amid Christmas festivities, we address loneliness, likening it to the health impact of 15 cigarettes a day. And our office promotes five acts to combat loneliness.
Clarice triumphs in the Revolt Bake Off, and new team members, Charlotte and Jonathan, join for an end-of-year party. We develop branded movements for biodiversity and community spaces charities, showcasing them in a Dragon’s Den-style panel.
We end the day with the world premiere of the Revolt Choir with their unique take on the 12 Day of Christmas and an evening of slap-up festive fare that will live long in the memory of Revolt.
earns a 4-Star Rating from System1.
We proudly maintain B-corp certification with a score of 102.6 and welcome Nike and JD Sports as clients.
Amid Christmas festivities, we address loneliness, likening it to the health impact of 15 cigarettes a day. And our office promotes five acts to combat loneliness.
Clarice triumphs in the Revolt Bake Off, and new team members, Charlotte and Jonathan, join for an end-of-year party. We develop branded movements for biodiversity and community spaces charities, showcasing them in a Dragon’s Den-style panel.
We end the day with the world premiere of the Revolt Choir with their unique take on the 12 Day of Christmas and an evening of slap-up festive fare that will live long in the memory of Revolt.
New dogs: 3 New people: 31
Think we may need to expand the office again…
Think we may need to expand the office again…
PUBLISHED
Nov 23, 2023
WORDS
Orlando Warner
What does it mean to do purpose properly? One comms director’s reflections
Revolt’s Orlando Warner insists that, in the right hands, purpose can still be much more than a buzzword.
Read the original article on The Drum
Apathy’s a tragedy
The world is a gloomy place right now. Wars, malnutrition… you know the deal. And so much purpose work highlights the problems in a negative way, in effect burdening society with yet more negativity. I feel there’s a responsibility to at least try to find a positive angle, perhaps through humor or portraying a desired outcome, that doesn’t just highlight the problem and leave people feeling depressed and apathetic. Because apathy leads to a lack of action.
Yet action is exactly what’s needed. Absolutely everyone can make a difference. Every tiny decision we make on a daily basis has an effect in the world. From how we get to work, to the food we buy for lunch. Even our choice of toilet roll. We live in a world where we can make big differences through micro decisions. Creatively speaking, it’s really important the work helps people understand how they can help, because I genuinely believe most people want to; they just don’t know how. So it’s not just enough to do ‘awareness’ any more. I’m aware the world needs fixing, give me the tools to do it.
Yet action is exactly what’s needed. Absolutely everyone can make a difference. Every tiny decision we make on a daily basis has an effect in the world. From how we get to work, to the food we buy for lunch. Even our choice of toilet roll. We live in a world where we can make big differences through micro decisions. Creatively speaking, it’s really important the work helps people understand how they can help, because I genuinely believe most people want to; they just don’t know how. So it’s not just enough to do ‘awareness’ any more. I’m aware the world needs fixing, give me the tools to do it.
Whose purpose?
I also believe in creating work that has a strong link between the brand and the purpose. It might sound obvious, but so much purpose work seems to be opportunistic – as much for the sake of creating noticeable advertising as it is for the cause itself. There’s an inauthenticity that consumers can sense. I believe in thoroughly researching the given subject before a creative solution is even considered. This affords you the confidence and credibility to execute an idea relevantly and effectively. Often, work is remembered only through the execution. I hope to create work that is remembered as much for the brand.
Our recent anti-bullying work for The Diana Award is, I hope, an example. It followed a survey of over 2,000 parents and children, which revealed that 65% of young people are afraid of going back to school because of bullying. That’s over half of our children fearful of physical or emotional violence. This shocking fact was the perfect springboard from which to start the creative process. So we decided to disrupt the whole premise of ‘Back to School’, starting with a film. Back-to-school ads are always so cheerful, we knew it would be powerful if bullying ‘hijacked’ that nauseatingly optimistic depiction of school as portrayed by the world of advertising. The work then recruited children to become anti-bullying ambassadors in their schools to turn the tide.
Our recent anti-bullying work for The Diana Award is, I hope, an example. It followed a survey of over 2,000 parents and children, which revealed that 65% of young people are afraid of going back to school because of bullying. That’s over half of our children fearful of physical or emotional violence. This shocking fact was the perfect springboard from which to start the creative process. So we decided to disrupt the whole premise of ‘Back to School’, starting with a film. Back-to-school ads are always so cheerful, we knew it would be powerful if bullying ‘hijacked’ that nauseatingly optimistic depiction of school as portrayed by the world of advertising. The work then recruited children to become anti-bullying ambassadors in their schools to turn the tide.
An emotional craft
Most important in work like this are the principles of craft: the time and energy spent lifting work from the pool of mediocrity into the heavens. Making sure every word, every detail, is contributing to telling your story in the best possible way. Because if people aren’t in some way emotionally engaged with the work, then you’re wasting your time.
This applies to all creative work, but when the purpose lies beyond selling product, it somehow feels even more critical. According to a recent survey, while three-quarters of mainstream ads were able to capture attention, the proportion dropped to two-thirds for purpose work. There is no excuse for this, as purpose is inherently more emotional.
Ultimately, it’s no longer enough just to communicate a problem. It’s about credibly creating impact and leaving the world more hopeful. The sector is called ‘impact’ for a reason. To be effective it has to positively impact the world. And that will only happen if the work hits your target audiences’ consciousness like a de-railed freight train.
This applies to all creative work, but when the purpose lies beyond selling product, it somehow feels even more critical. According to a recent survey, while three-quarters of mainstream ads were able to capture attention, the proportion dropped to two-thirds for purpose work. There is no excuse for this, as purpose is inherently more emotional.
Ultimately, it’s no longer enough just to communicate a problem. It’s about credibly creating impact and leaving the world more hopeful. The sector is called ‘impact’ for a reason. To be effective it has to positively impact the world. And that will only happen if the work hits your target audiences’ consciousness like a de-railed freight train.
PUBLISHED
Oct 26, 2023
WORDS
Freya Williams
Progressive purpose is driving a wedge between Americans
Centrist messaging unites Democrats and Republicans on social & environmental issues
Read the report here
More than half of US consumers (58%) want brands to demonstrate a clear sense of purpose, but the way issues are framed can be politically polarizing, with ‘progressive’ language driving a dividing wedge between Democrats and Republicans by up to 32%. However, this gap can be closed to 8% by using more ‘centrist’ language.
This is one of the key findings revealed in Poking the Bear, the latest report from global purpose consultancy Revolt. Research* conducted by Revolt revealed just how much people’s political views shape their attitudes to key purpose-related issues, such as climate change and LGBTQ+ equality. Importantly though, the research also showed the extent to which simple changes to marketing language can significantly reduce the political polarization and increase unity in attitudes towards those issues.
With almost half of large companies saying they have experienced ESG backlash and expect it to intensify, some corporates are going into purpose-related hibernation, rather than risk the perceived reputational damage from ‘poking the bear’. But with consumers’ and employees’ shifting expectations and so many critical issues now requiring brand and business support, hibernation is not an option. Revolt’s research reveals that rather than getting trapped in a cycle of ‘purpose paralysis’, and pausing or abandoning purposeful marketing and communications, brands can make important progress by shifting language to bring more people with them and avoid backlash.
Unsurprisingly, the research showed that sexuality and gender identity rights is the most politically polarizing issue in the US today, with just 27% of right-leaning voters ranking this issue as important versus 64% of left-leaning voters. Climate change was the second most polarizing issue, with 45% of right-leaning respondents saying it was important, compared with 81% of left-leaning respondents.
For those brands with general market audiences, less polarizing issues are often considered to be the most appropriate to support. However, Revolt’s research revealed how more ‘grizzly’ issues can be ‘tamed’ by careful and pragmatic shifts in language to align with universal values.
Looking at one of the top two most polarizing issues, climate change with a polarization gap of nearly 40%, using ‘centrist’ language makes the issue much less polarizing and much more important to respondents. For example, support for “The individual right to clean air and clean water” – an issue adjacent to climate change – was the most unifying statement tested, with 85% of left-leaners and 78% of right-leaning voters in support – a polarization gap of just 7%. Similarly, when phrased in the centrist language “Securing a safe climate for your family’s future”, climate change becomes the 5th most important issue among all respondents, while the more progressive frame of “Fighting for climate justice for all” sees climate fall to 17th place.
Overall, Revolt found that more ‘centrist’ language helped to increase the importance of all issues with right-leaning US voters. Five issues in particular increased in importance among right-leaners with more centrist framing: Education, LGBTQ+ equality, air and water pollution, climate change and workers’ rights.
More surprisingly, across the full range of issues tested, not only did centrist language perform better with right-leaning respondents, but it was also more appealing to those on the left. This brings into question whether progressive language is really serving any audience.
The research also revealed the most inherently unifying issues, regardless of language, which include “Government responsibility and debt”, with 72% of right leaning voters saying this was important, compared with 76% of those who are left leaning – just 4% political difference – and “Care for the elderly”, with 75% of right-leaners believing it to be important and 82% of left-leaners in agreement.
In addition to understanding the bear you’re poking and shifting the language (taming your grizzlies), Revolt’s research revealed three other key approaches for brands to successfully embrace purpose-related issues in the age of polarization. ‘Bear-proof your strategy’ – ensure your chosen cause is connected to your brand and earn the right to play in this space. ‘Plan for the bear to wake up’ – brands with a crisis management plan in place are much more likely to survive an attack. And, ‘have your pack’s back’ – build a community around you to fall back on and provide support in moments of need.
Freya Williams, Fractional Chief Strategy Officer, US, Revolt, said: “For brands with a purpose mission, winning the war of ideas is critical in progressing action. From Revolt’s research, we can see that moderate language means majority support. While progressive language may seem like a stronger articulation of the cause, it isn’t supporting purposeful action as even Democrat-leaning voters view issues as more important when framed with more moderate language. Brands have the opportunity to use these insights to unite rather than divide Americans”
Richard Arscott, President, US, Revolt, said: “When terms like ESG and woke are being weaponized to divide and disrupt the transformation to more purposeful ways of doing business, framing has never been more important. Finding the right words can mean the difference between uniting a movement for change or provoking a backlash.”
*About The Research
The report findings and recommendations for brands are informed by conversations with 20+ purpose, ESG and sustainability communicators, and quantitative research among 1000 US consumers. It also uses research from Revolt’s 2023 Causes That Count research, which also featured quantitative research among 1000 US consumers.
This is one of the key findings revealed in Poking the Bear, the latest report from global purpose consultancy Revolt. Research* conducted by Revolt revealed just how much people’s political views shape their attitudes to key purpose-related issues, such as climate change and LGBTQ+ equality. Importantly though, the research also showed the extent to which simple changes to marketing language can significantly reduce the political polarization and increase unity in attitudes towards those issues.
With almost half of large companies saying they have experienced ESG backlash and expect it to intensify, some corporates are going into purpose-related hibernation, rather than risk the perceived reputational damage from ‘poking the bear’. But with consumers’ and employees’ shifting expectations and so many critical issues now requiring brand and business support, hibernation is not an option. Revolt’s research reveals that rather than getting trapped in a cycle of ‘purpose paralysis’, and pausing or abandoning purposeful marketing and communications, brands can make important progress by shifting language to bring more people with them and avoid backlash.
Unsurprisingly, the research showed that sexuality and gender identity rights is the most politically polarizing issue in the US today, with just 27% of right-leaning voters ranking this issue as important versus 64% of left-leaning voters. Climate change was the second most polarizing issue, with 45% of right-leaning respondents saying it was important, compared with 81% of left-leaning respondents.
For those brands with general market audiences, less polarizing issues are often considered to be the most appropriate to support. However, Revolt’s research revealed how more ‘grizzly’ issues can be ‘tamed’ by careful and pragmatic shifts in language to align with universal values.
Looking at one of the top two most polarizing issues, climate change with a polarization gap of nearly 40%, using ‘centrist’ language makes the issue much less polarizing and much more important to respondents. For example, support for “The individual right to clean air and clean water” – an issue adjacent to climate change – was the most unifying statement tested, with 85% of left-leaners and 78% of right-leaning voters in support – a polarization gap of just 7%. Similarly, when phrased in the centrist language “Securing a safe climate for your family’s future”, climate change becomes the 5th most important issue among all respondents, while the more progressive frame of “Fighting for climate justice for all” sees climate fall to 17th place.
Overall, Revolt found that more ‘centrist’ language helped to increase the importance of all issues with right-leaning US voters. Five issues in particular increased in importance among right-leaners with more centrist framing: Education, LGBTQ+ equality, air and water pollution, climate change and workers’ rights.
More surprisingly, across the full range of issues tested, not only did centrist language perform better with right-leaning respondents, but it was also more appealing to those on the left. This brings into question whether progressive language is really serving any audience.
The research also revealed the most inherently unifying issues, regardless of language, which include “Government responsibility and debt”, with 72% of right leaning voters saying this was important, compared with 76% of those who are left leaning – just 4% political difference – and “Care for the elderly”, with 75% of right-leaners believing it to be important and 82% of left-leaners in agreement.
In addition to understanding the bear you’re poking and shifting the language (taming your grizzlies), Revolt’s research revealed three other key approaches for brands to successfully embrace purpose-related issues in the age of polarization. ‘Bear-proof your strategy’ – ensure your chosen cause is connected to your brand and earn the right to play in this space. ‘Plan for the bear to wake up’ – brands with a crisis management plan in place are much more likely to survive an attack. And, ‘have your pack’s back’ – build a community around you to fall back on and provide support in moments of need.
Freya Williams, Fractional Chief Strategy Officer, US, Revolt, said: “For brands with a purpose mission, winning the war of ideas is critical in progressing action. From Revolt’s research, we can see that moderate language means majority support. While progressive language may seem like a stronger articulation of the cause, it isn’t supporting purposeful action as even Democrat-leaning voters view issues as more important when framed with more moderate language. Brands have the opportunity to use these insights to unite rather than divide Americans”
Richard Arscott, President, US, Revolt, said: “When terms like ESG and woke are being weaponized to divide and disrupt the transformation to more purposeful ways of doing business, framing has never been more important. Finding the right words can mean the difference between uniting a movement for change or provoking a backlash.”
*About The Research
The report findings and recommendations for brands are informed by conversations with 20+ purpose, ESG and sustainability communicators, and quantitative research among 1000 US consumers. It also uses research from Revolt’s 2023 Causes That Count research, which also featured quantitative research among 1000 US consumers.
PUBLISHED
Oct 12, 2023
WORDS
Orlando Warner
Fighting For Attention: Why Disruptive Advertising Matters
Revolt’s ECD Orlando Warner on disruption and the agency’s new ‘#BackToBullying’ campaign
Read the original article on Creative Salon
Attention spans are narrowing. It’s a fact.
According to the Technical University of Denmark, the average attention span has now shrunk to about 47 seconds (and because of the words ‘Technical’ and ‘University’, I believe them). I can vouch for this from my own personal experience. My attention span regularly wanders like a badly trained beagle. Now where was I? Oh yes, the dwindling concentration-span crisis.
The main culprit is the sheer volume of information being presented to people. As we wade our way through a ceaseless barrage of shouty adverts, beeping notifications and the latest TikTok dance craze, it’s hardly surprising we barely have the headspace to remember where the car is parked. We are quite simply overstimulated: bloated on the visual and verbal cacophony of noise.
It’s why we all need to be wrenched out of our comfort zones every now and again. With our recent stunt for The Diana Award we wanted to surprise people into staying engaged with our idea. We wanted to hijack their concentration.
But first, a bit of background. The Diana Award is Princess Diana’s legacy charity. Their mission is to empower young people to change the attitudes and culture of bullying. A recent survey they commissioned of 2,000 parents and children revealed 65% of young people are afraid of going back to school because of bullying. That’s over half of our children fearful of physical or emotional violence.
So we decided to disrupt the whole premise of Back to School. We started with a film. Back-to-school ads are always so cheerful, we knew it would be powerful if bullying ‘hijacked’ that nauseatingly optimistic depiction of school as portrayed by the advertising world. With the brilliant Lucy Bridger from Agile Films, and designers Amy Whittaker and Ines Segades, we worked flat out to turn around a hard-hitting film in 7 weeks, begging, borrowing and stealing all the way. But we weren’t stopping there.
We then got in touch with Westfield and explained that as all the shops were filled with back to school promotions, we wanted to do a stunt featuring mannequins bullying each other. 10 days later the installation was being assembled by Matt Roach and Sarah Levitt (the creatives), Julie Cook (the producer) and Jenny Dee (the production designer) throughout the night. The mannequins were morbidly cut and carefully reshaped into positions of violence and humiliation in our fake Back to School clothing showcase.
It’s had an amazing response, with hundreds of people saying it “stopped them in their tracks” and made them feel “deeply moved”. People really engaged. Fully. And I had some extraordinary and terrifying conversations with parents of children who are experiencing bullying.
The campaign reached over 12 million people. The film was played on the BBC a dozen times, Ronan Keating discussed it on Magic Radio (I know!!!), and there were people in the creative industry saying they wish they’d made it – a wonderful compliment. It’s a privilege to have made a campaign that provokes such strong reactions. It’s a privilege to work for a company, Revolt, who will back such projects. But most of all it’s a privilege to work on a campaign that could make a difference to someone, somewhere, who thinks the bullying will never stop.
Orlando Warner is the executive communications director at Revolt
According to the Technical University of Denmark, the average attention span has now shrunk to about 47 seconds (and because of the words ‘Technical’ and ‘University’, I believe them). I can vouch for this from my own personal experience. My attention span regularly wanders like a badly trained beagle. Now where was I? Oh yes, the dwindling concentration-span crisis.
The main culprit is the sheer volume of information being presented to people. As we wade our way through a ceaseless barrage of shouty adverts, beeping notifications and the latest TikTok dance craze, it’s hardly surprising we barely have the headspace to remember where the car is parked. We are quite simply overstimulated: bloated on the visual and verbal cacophony of noise.
It’s why we all need to be wrenched out of our comfort zones every now and again. With our recent stunt for The Diana Award we wanted to surprise people into staying engaged with our idea. We wanted to hijack their concentration.
But first, a bit of background. The Diana Award is Princess Diana’s legacy charity. Their mission is to empower young people to change the attitudes and culture of bullying. A recent survey they commissioned of 2,000 parents and children revealed 65% of young people are afraid of going back to school because of bullying. That’s over half of our children fearful of physical or emotional violence.
So we decided to disrupt the whole premise of Back to School. We started with a film. Back-to-school ads are always so cheerful, we knew it would be powerful if bullying ‘hijacked’ that nauseatingly optimistic depiction of school as portrayed by the advertising world. With the brilliant Lucy Bridger from Agile Films, and designers Amy Whittaker and Ines Segades, we worked flat out to turn around a hard-hitting film in 7 weeks, begging, borrowing and stealing all the way. But we weren’t stopping there.
We then got in touch with Westfield and explained that as all the shops were filled with back to school promotions, we wanted to do a stunt featuring mannequins bullying each other. 10 days later the installation was being assembled by Matt Roach and Sarah Levitt (the creatives), Julie Cook (the producer) and Jenny Dee (the production designer) throughout the night. The mannequins were morbidly cut and carefully reshaped into positions of violence and humiliation in our fake Back to School clothing showcase.
It’s had an amazing response, with hundreds of people saying it “stopped them in their tracks” and made them feel “deeply moved”. People really engaged. Fully. And I had some extraordinary and terrifying conversations with parents of children who are experiencing bullying.
The campaign reached over 12 million people. The film was played on the BBC a dozen times, Ronan Keating discussed it on Magic Radio (I know!!!), and there were people in the creative industry saying they wish they’d made it – a wonderful compliment. It’s a privilege to have made a campaign that provokes such strong reactions. It’s a privilege to work for a company, Revolt, who will back such projects. But most of all it’s a privilege to work on a campaign that could make a difference to someone, somewhere, who thinks the bullying will never stop.
Orlando Warner is the executive communications director at Revolt
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