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Our study revealed dramatic variation in overall creativity scores across t=
he campaigns. The average score for overall creativity was 2.98 (again, on =
a scale of 1 to 7). The lowest score was 1.0, and the highest 6.2. Only 11 =
of the 437 campaigns received an overall score above 5 (five of them were c=
ola campaigns). At the other end of the spectrum, 10 campaigns had an overa=
ll score below 1.5. The scores mattered a lot, we found. A euro invested in=
 a highly creative ad campaign had, on average, nearly double the sales imp=
act of a euro spent on a noncreative campaign. The impact of creativity was=
 initially relatively small but typically gathered momentum as the campaign=
 rolled out.

Companies have plenty of room for improvement in the creativity of ad campa=
igns. For instance, the types of creativity that agencies currently emphasi=
ze are often not the most effective ones at driving sales. In our research,=
 we quantified the impact that each dimension has on sales. Although all of=
 them had a positive impact, elaboration had by far the most powerful one (=
1.32 when indexed relative to the overall average creativity of 1.0), follo=
wed by artistic value (1.19). Trailing behind were originality (1.06) and f=
lexibility (1.03), with synthesis a distant fifth (0.45). Yet the study sho=
ws that ad agencies use originality and artistic value more than they use e=
laboration. Possibly, companies think primarily of originality when trying =
to be creative.

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Levels of creativity vary significantly across product categories, with the=
 overall scores ranging from 2.62 for shampoo to 3.60 for cola. In categori=
es such as cola and coffee, advertisers and customers tend to favor higher =
levels of creativity, whereas in categories such as shampoo, body care, and=
 facial care, campaigns focus on showing the actual use of the product, alb=
eit in an idealized environment. One reason could be that it is still impor=
tant in certain categories to deliver factual proof points of performance f=
eatures. When products are functional and oriented toward clear consumer go=
als (cleaning garments with detergents, protecting skin with body lotion), =
unorthodox approaches are less preferred. In contrast, when products are ea=
sily understood, similar, and tied to personal preferences (quenching thirs=
t with a soda, for instance, or enjoying a cup of coffee), an out-of-the-or=
dinary approach can be more effective in stimulating sales.

Enterprise architecture (EA) tools allow organizations to examine both the =
need for and the impact of change. They capture the interrelationships and =
interdependencies within and between an ecosystem of partners, operating mo=
dels, capabilities, people, processes, information, and applications and te=
chnologies. They provide a central repository to capture data and metadata =
about the artifacts that an enterprise cares about and their related life c=
ycles. Models represent the relationships between these artifacts and are t=
hemselves treated as assets that help describe and shape the future of the =
enterprise. EA tools help with investment decisions for both IT and the bro=
ader enterprise. When models are combined with operational performance data=
, they can help improve business outcomes and shape the construction and on=
going development of digital platforms.

We have used Ardoq for more than 3 years now and can confidently say that i=
t is a valuable EA software package for our organization. When working with=
 EA in a large organization we have to deal with hundreds of interrelated I=
T systems and literally thousands of processes distributed across the whole=
 organization. The Ardoq tool has helped us manage this complexity in a far=
 more efficient and effective way.One area that we're focusing on now is ho=
w we can use Ardoq to harvest and promote innovation in our organization. I=
nnovation is associated with change, and change is not an easy task to deal=
 with in a big organization with well-established structures, routines and =
culture. We are using Ardoq to help us carry out the ideation process. We'r=
e also using it to evaluate the impact of change or innovation initiatives =
on our organization.

The Bee4IT EA module does fit to Heidelbergs needs. It helped us to provide=
 transparency about the entire IT landscape from business architecture (val=
ue chains) to IT architecture (interfaces and servers). It also supports te=
chnology management. Main benefit is the close integration to project portf=
olio management and supplier management. It comes with a sound template for=
 core EA processes but is very easy extensible.

Now, while not a new feature to the Venu 2 Plus, something that was introdu=
ced with the Venu 2 is the Health Snapshot. This feature takes five core me=
trics and distills them down into a single 2-minute measurement period. All=
 you need to do is sit down and relax.
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