• RENDEZVOUS
Mohammad Akrum Hossain is the chief creative officer at POP5 and the only Bangladeshi creative with more than 250 local and international awards, including Cannes Lions, Spikes and the Effie Awards, for work such as AgroBanking, Child Marriage Prevention Loan, The Unwritten Story, Tally Loan Druti and The Plastic Exchange Store. He has made history as the first Bangladeshi speaker, jury member, coach, and judge at Cannes Lions, and has served on juries at AdFest, MAD STARS, Creative Circle, PHNX, Commwards, Best TV Ads and Ciclope. He has helped lead Grey Dhaka and Asiatic Marketing Communications to become Bangladesh's most awarded agencies, and over his nearly two decades in the industry, he has worked with both local and global brands such as Telenor, Banglalink, Reckitt Benckiser, GSK, and United Commercial Bank. He shared with Shivangi Agarwal of The Himalayan Times his perspectives on the power of purpose-driven creativity, the role of constraints in innovation, and how emerging markets can build brands that truly connect. Excerpts:
Your session is on 'Creativity in Emerging Markets.' From your experience, what makes emerging markets uniquely positioned to create purpose-driven brands that resonate locally and globally?
Emerging markets are uniquely positioned because constraints breed ingenious solutions. We lack large budgets but face a plethora of urgent human and business problems. This forces us to tap into deep, visceral human insights to solve problems, not just create ads. Since fundamental human needs are universal, our locally-rooted, purpose-driven work instantly resonates and scales globally, connecting on an essential human level that transcends borders.
How do brands in underdog or smaller markets overcome challenges of limited resources to build strong, creative identities?
The most important strategy is to develop ideas so powerful they inherently transcend budgets and limited resources. We focus on the purity and potency of the concept. This also requires pragmatic creativity: Craft ideas based on the resources available. For instance, if high-end production is not possible, the idea should be centred on ingenious problem-solving or utility, where the concept's strength minimises the need for spectacle.
Many brands talk about purpose, but execution is often difficult. Based on your work, what practical steps help brands embed purpose into their strategy effectively?
The difficulty in execution is a mindset problem: a lack of genuine internal conviction. If the team doesn't truly believe in the purpose, the work fails. The practical step is to embed purpose at the earliest strategic stage. When deciphering a brief, the purpose must be the filter. We look for a purpose-driven solution that aligns with the brand's core function, moving beyond isolated campaigns to integrated, authentic impact.
You've worked with diverse teams and markets. How can leaders cultivate a culture of belonging internally that reflects in the brand externally?
We must cultivate a culture of 'idea inclusivity' that disregards hierarchy. We establish a proactive Internal Creative Council to solicit raw, unfiltered ideas from every employee, across all departments. The best concepts are then professionally refined. This process not only unearths high-potential ideas but, crucially, makes every individual feel like an owner and contributor, organically building the culture of belonging that reflects externally.
What role does culture, heritage or local context play in shaping the storytelling of brands in emerging markets?
Culture and heritage are the storytelling engine in emerging markets. While the core motivation for our work remains universal human insight and behavioural data, the solution and narrative must be told through our unique cultural lens. This perspective ensures deep authenticity and immediate local relevance. Paradoxically, this sincerity and emotional depth derived from a hyper-local context are what often allow the work to resonate powerfully on the global stage.
For BrandFest 2025 participants, what is the most important insight you hope they take away about building brands that truly connect with people?
My key takeaway is to stop doing CSR; start doing purpose-driven work. And more fundamentally, stop trying to advertise; instead, solve problems. Dedicate your brand's resources and creativity to identifying and authentically solving a real-world, human or business challenge that your brand is perfectly positioned for. When you solve a problem, the connection is instantly built, making your brand indispensable.
