The culture of repetition is consolidating, threatening what is different
Experts say that humans are attracted to repetition because it makes us feel safe and unthreatened. This might have worked when we were hunter-gatherers, and a new animal threatened our survival, but what sets us apart as sapiens from other species is the creation of stories and imaginaries—that is, creativity.
For some time now, we’ve been witnessing signs of a deep crisis in creativity, and today we’ll look at some relevant examples that shed light on this widespread issue.
To start somewhere, let’s begin in our own sector. Branding has been undergoing a brutal homogenization with the rise of “blanding,” making all brands look the same. If we combine this with “green corp” and “purpose-driven brands,” we have brands that not only look the same but are mimetic in their narratives and communications. Brands that once again settle into the realm of the ordinary, with no different or creative bets to activate their purpose, making it just another disposable concept in the mainstream corporate culture.
But it doesn’t stop here; the entertainment industry has undergone a similar process. Music relies on the use of formulas and very similar sounds focused on popularizing songs in search of immediate impact.
At the same time that this is happening to music, we are helplessly witnessing the recycling of ideas in sequels and prequels to well-known films, remakes, reboots, or relaunches of pre-existing products—all safe bets based on past successes.
Perhaps the most striking example we can talk about is the homogenization of current pop culture. Due to the mass consumption of social media and the dictatorship of algorithms, the content that people consume has been standardized, leaving new proposals outside the spectrum because they don’t fit what “is trending.”
This affects brands on many levels, both in business and in communication and promotion. Many campaigns and advertising elements are copied from what has worked for another competitor, making the perceived differentiation between brands increasingly smaller.
It is likely that this is driven by a growing aversion to risk, motivated by the increasing corporatization of companies and decision-makers. When something is already popular, it’s easier to hop on the bandwagon than try something new and succeed with it, especially because the risks taken are not always clear and measurable.
The distancing of companies from risk has left the field of innovation to those who “have nothing to lose.” Thus, interesting proposals arise along lateral paths, outside the more mainstream or corporate realm.
Scalability and subscription models are the main drivers of this trend, as they motivate brands to bet on what is already popular, leveraging algorithms and artificial intelligence rather than creativity.
How much longer will this crisis last? Will the day come when society demands true innovation and rewards risk-taking again?