In a market that has turned speed into a virtue and metrics into an alibi, the Creativity Club proposes to pause and ask again “what is valuable” when everything seems designed to measure it quickly, optimize it soon and forget about it later. Under the motto “Anatomy of value in the digital age. Becoming relevant again”, the last meeting of Day A has made a transversal reading – from music, gastronomy and architecture – in order to return the focus to the invisible: the working conditions, the quality of the process, sustained coherence and the ambition for permanence. 

The starting point is that the value has been simplified and that impoverishes the relevance.

The document of conclusions that the Club has shared opens with a warning that runs through everything else: the value has been reduced to “that which can be measured immediately”, in an environment dominated by speed, metrics and constant optimization. This simplification displaces the cultural, the emotional and the strategic from the center; just what usually builds relevance when the foam goes down. 

This thesis appears formulated within the framework of A-Day, held at the end of 2025, and which brought together nearly 100 agency and brand professionals to reflect on a key question for the industry: how to become relevant again. “Real value is not always visible, quantifiable or immediate” and many times resides in “the conditions” that allow you to live, work, create and relate better.“Time, listening, judgment, coherence” and the ability to sustain decisions in the long term become more necessary now than ever. 

The President of the c de c, Pepa Rojo, places the problem in the context that amplifies it: the economy of attention, the multiplication of channels and formats, and a paradox: “We have more channels than ever… and yet brands can’t seem to be as relevant as before.” From there, Day A involved exploring what “value” means today, where it is stored, how it is built, and whether it can be measured without losing it along the way. 

Five transversal learnings

In the key insights block, the document condenses the diagnosis into five ideas that serve as the backbone of the analysis.

1. The first exposes “The value of the invisible.” What is not seen – light, acoustics, time, structure, trust – determines the quality of the experience and the result; and The sustained impact matters more than the immediate effect.

2. The second is a limit to data fetishism: “Value cannot always be measured.” Metrics are necessary, but insufficient; There is still an emotional, cultural and human impact that decides the true relevance. 

3. The third descent into the mud: “The process is part of the value.” The time for reflection, investigation and error is vindicated; Without process, creativity becomes superficial and reactive.

4. The fourth is an organizational recipe, but also a political one: “Small teams, clear decisions.” Reducing filters protects creativity, trust, and the few decision-makers allow for more ambitious ideas. 

5. And the fifth attacks the novelty bias: “Relevance as a construction beyond impact.” It is not born from constant novelty. Consistency, continuity and long-term direction are needed.

Carito Kanashiro, Regional Marketing Director of Iberia&Latam at TCC Global, summarizes it like this in the document: “Value leaves a mark when it generates emotion, memory and meaning”says Carito Kanashiro, regional marketing director of Iberia & Latam at TCC Global. 

From impact to process in three disciplines

The document dedicates a block to conclusions by theme and turns three different conversations into a common idea. Music, gastronomy and architecture shift the focus from the immediate impact to the process, from the visible gesture to the sustained experience. In other words: value stops being a flash and becomes a construction. 

Music: coherence, rupture and accompaniment

In music, value appears linked to identity and criteria. “In music, the value is in coherence and truth”says Julio Morote, Label Director of Columbia Spain: aligning talent, aesthetic universe and authentic identity “who dares to break what is established.” And that break comes as a consequence of one’s own criteria: “Breaking rules is the natural consequence of having your own criteria; value appears when you force us to rethink categories and expand the map of the possible”adds Julio Morote.

The document also introduces an idea with direct translation to the industry: success is not defined by the immediate impact, but by the quality of the trajectory over time. And he introduces a concept that, in advertising, is often forgotten when talking about talent: accompaniment. “None of this happens without good support: truly listening, understanding the human context and working to make the other person shine.”says Julio Morote.

Gastronomy: experience, time and legacy

In gastronomy, value is measured by what it provokes and by what remains. Diego Guerrero, chef at DSTAgE, formulates it like this: “In gastronomy, the value is in the experience and the reaction it provokes: emotion, surprise, enjoyment and memory.” From there, the document defends excellence as a continuous method: “Excellence is not a goal. It is a continuous practice”maintains Diego Guerrero, linking excellence with reinvention and the will not to repeat itself. 

And an important thread appears here: time. “Time is the most valuable creative resource: to think, experiment, make mistakes and mature ideas”says Diego Guerrero.

Architecture: the value of what is not seen

Architecture functions here as a mirror: value is literally defined as the invisible. “The value of architecture is in the invisible: in the conditions that sustain daily life”explains Jesús Colao, Founder of Schneider Colao Studio Gallery. And before designing, you must diagnose: “You have to really listen to how people live and work. Architecture turns needs into daily well-being”adds Jesús Colao.

For example, light, acoustics and the order of a space “They are silent infrastructures of well-being that determine concentration, calm and emotional balance”says Jesús Colao.

That insistence on the silent is the most concrete way of saying that there is value in what you hold without shouting. Against the campaigns “that make noise” There are brands that let themselves live.

A system problem in the industry

The reflections of the moderators collected in the document talk about why it is difficult to produce value in advertising today.

Alex González, Director of Strategy at Omnicom PR Group, launches a phrase that frames the conflict: “The real problem in our industry is not the lack of talent or ideas, but the system in which we intend for those ideas to exist”. From there, he describes a model that does not protect time, penalizes reflection and confuses speed with value. The result is a particularly corrosive paradox: method, strategy and thought are required, but we do not know how to defend or explain them in economic conversation; urgency and rapid execution survive, and that “We still call it creativity.” 

Carito Kanashiro, Regional Marketing Director of Iberia&Latam at TCC Global, puts her finger on another mechanism: the reduction of value to what is measurable. “We have reduced value to what we can measure, and in that process we have impoverished what really connects with people”he states. It does not demonize metrics, but it does mark the threshold: when they are the only criterion, ideas that build emotion, memory and culture are expelled because “They do not offer immediate results.” And it recovers a structural element of relevance: the story. “People don’t connect with dashboards, they connect with stories”says Carito.

Pablo Vázquez, Chief Strategy & Brand Officer at BOB Agency, introduces a particularly fertile axis: the relationship between agencies and advertisers. “It is a structural one”he states. And he names the factors: fragmentation of decisions, “juniorization” of teams and obsession with the short term; In the middle, creativity trapped between layers, filters and fear of making mistakes. The solution you propose is operational. “The value returns when the relationship is rebuilt from trust and real collaboration”with small, hybrid and experienced teams, where “There is more talk and less presentation.” 

Raquel Espantaleon, General Manager and Head of Strategy at Mrs. Rushmore, concentrates the general feeling in one word: urgency. “It has become the norm in our industry”he says, and poses an uncomfortable question: what is the real cost of this urgency. Because urgency pushes towards the short term, the measurable and meeting deadlines, but a good idea goes beyond a brilliant idea; It has to be a real solution to a real problem and, to get there, it takes time, listening and diagnosis. In that framework, “defend time” It appears as an antidote so that creativity does not become so superficial and excellence is not impossible.

Become relevant again

From this analysis, the Creativity Club explains that value lies in making brave decisions and sustaining them over time. Being relevant again requires taking risks, protecting the creative process and recovering the ambition to generate a real cultural impact. “It’s about producing better and understanding what deserves to be measured.” 

From this agitation of conscience, it remains to be seen what process, relationship, structure or metrics decisions the industry is willing to make to avoid confusing activity with value.

More info: Conclusions from Day A