With the life science tools industry facing a 7% drop in revenues, innovation and fresh approaches are needed to hold on to your slice of the pie. I spoke with Marina Hop, Managing Director, and Gary Brooks, Creative Director at Viveo Consulting, to explore creativity in life science marketing. Our discussion focused on how creativity can be a powerful tool to not only optimize business operations but also generate new ideas to address these challenges.
In a downturn, companies often retreat into operational efficiency, cutting costs and tightening the reins. However, real growth and differentiation come from creativity—an approach that not only applies to marketing but spans across the entire business strategy, product development, and even internal team dynamics.
Creativity as a Key to Performance
Marina pointed out that while companies are focused on optimizing their operations, there's a limit to how much optimization can drive growth. “The optimization side addresses the bottom line,” she said, “but creativity really addresses the top line.”
I've seen the same pattern—companies cutting budgets and focusing on short-term savings. I once asked my VP of marketing why, instead of cutting back, we didn’t go full throttle to take market share when our competitors were pulling back. My guests agreed on the need to push forward with disciplined creativity, even when times are tough. As Marina pointed out, Bruker—a company that has excelled in this downturn—successfully combines operational excellence with what they call "disciplined entrepreneurialism."
Balancing Operations and Innovation
Gary elaborated on how companies often live in two worlds: the operational world of structure, metrics, and routines, and the innovation world, driven by curiosity and experimentation. He emphasized the importance of maintaining a balance between these two worlds, especially during challenging times. “When companies struggle, they revert back to the operational side because it’s manageable,” he said, but added that without creativity and innovation, growth stalls.
He pointed out, creativity is not just about artistic expression—it's about connecting insights to create something valuable, whether it’s a new marketing channel, product innovation, or strategy.
Creative Thinking in Marketing and Beyond
Around here of course, we’re focused on marketing creativity, and we discussed how companies could be creative not just in their messaging, but in the types of marketing they do. I suggested that creativity in marketing isn’t just about making clever ads, but about exploring new ways to engage with customers—new channels, content types, or interactions. Marina agreed, saying that creativity should permeate any generative business activity, from formulating a strategy to developing a new product.
One key takeaway from this part of the conversation was that creativity shouldn’t be confined to one department. As Gary put it, “It’s not just marketing, it’s communication.” Every interaction a company has, whether with investors, customers, or even internally, is a chance to think creatively about how you present your brand.
The Power of Observation
Marina introduced a concept that I found particularly interesting—phenomenology, the practice of observing and describing human experiences without immediately analyzing them. This practice helps stimulate creativity by encouraging people to step back, observe, and understand what’s really happening before jumping to conclusions. Viveo might send teams to observe a simple activity, like how people interact in the cafeteria, and then come back and write a narrative about it.
Gary emphasized the importance of observation in creative thinking, noting that many people don't take the time to observe what’s happening around them. “People don’t really observe people doing stuff,” he said. By focusing on observation, companies can gather insights that lead to more informed, creative solutions.
One powerful example Marina shared was when Viveo worked with a client that had developed an automated sample prep system for next-generation sequencing (NGS). The company had expected this product to be a hit because it saved time and effort. But by observing how scientists actually worked in the lab, they realized the product wasn’t solving the problem scientists cared most about—reproducibility. Scientists didn’t mind spending extra time on manual prep because they wanted to ensure the highest quality samples for the expensive sequencing process. By shifting the marketing message to focus on quality and reproducibility rather than time savings, the company could better align with its customers' needs.
Creativity as a Learnable Skill
One of the most encouraging insights from Marina and Gary was that creativity can be learned. It’s not reserved for "artistic" types—it’s about curiosity and observation. As Gary put it, creativity doesn’t come from waiting for the “creative gods” to bless you with an idea. It’s a process of grinding through ideas, experimenting, and finding connections.
This process-driven approach to creativity is similar to how scientists work, which should make it especially relevant for life science companies where many marketers used to be scientists. Whether it’s through exercises like observing people in the canteen or training teams to be more curious and observant in the lab, companies can cultivate creativity throughout their organization.
Building a Culture of Creativity
Why not encourage creativity at every level of the organization. This includes fostering a culture of curiosity, where employees feel empowered to take risks and explore new ideas. “Safe adventures,” as Gary called them, allow teams to innovate within a structured environment where failure is a learning opportunity rather than a setback. My best boss was very good at this. I could call him with an idea and he’d say, “Let’s do it.” If it didn’t work as planned we just figured out why and tried something else.
Establishing a culture of creativity will allow you to deliver results regardless of market conditions.
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Sparking Creativity: Innovation Begins with Observation