The April issue of Outdoor Photographer has a wonderful article on developing a High-Concept image. Such an image is defined by author Ian Plant as an image that goes beyond the literal interpretation of your subject - "the difference between merely documenting your subjects and telling a compelling story."
As Ian also says, "it's about going from 'meh' to 'wow'!" An example of low and high-concept images are to the right. I've been to Split Rock Lighthouse on countless occassions and have taken solid photographs from various spots. You've probably seen one like the top photo. However, the second photo puts the lighthouse in a completely different light (pun intended).
Reading this article got me to thinking about how business people can develop high-concept strategies, programs and work.
Ian Plant elaborates on this topic by saying high-concept images are, "an exercise in finding 'convergances', those moments when two or more elements come together in an interesting, meaningful and artistically relevant way."
When truly quality work is created, don't we meld together multiple elements in ways that make something really special for our stakeholders? Isn't that when customers become advocates? Brands become special?
Don't get me wrong. Low-concept work is needed and does a solid job most of the time. It creates solid results.
However, what would the impact be of you creating high-impact work? Or be a high-concept leader? How have you done it before? I'm interested in your stories.