Scaling creativity – a deep dive into the complex relationship between creative authorship and the industrialization of the photographic process. Are they at odds with each other, or can they be reconciled?
At Hyphen-Group, this topic resonates deeply with our mission and has shaped our approach for years. That’s why we chose it as the core theme of the very first edition of Lights. Camera. Talk., hosted in our new headquarters in Milan.
This new format is designed to spark conversations on pivotal topics in the world of product photography, often bridging seemingly distant worlds – like process optimization and creativity. Spoiler: a middle ground does exist between these two realms when it comes to product photography.
It’s about shifting the paradigm and recognizing the value of each contribution.
Industrialization vs. creativity: a clash of worlds?
One of the most influential fashion photographers. The German company that revolutionized photography. A creative director and a brand that, for over three years, has embraced the Digital Content Factory model. These were the voices invited to share their perspectives during the first Lights. Camera. Talk. session, exploring the intersection (and supposed opposition) between industrialization and creativity.
The key takeaway? Yes, authorship and the industrialization of the photographic process can coexist. “What matters is how we interpret new technologies and apply the right tools within the right processes. That’s the only way to stay relevant in changing times,” said Andrea Pacella, VP Global Marketing at Leica.
“There’s no real difference or conflict,” added photographer Stefano Guindani. “Authorship is always essential – even in e-commerce – to avoid generic outputs and endless duplicates. Industrialization can actually support creativity, not limit it. A photographer’s role is to add that creative touch. And an efficient process, in turn, enhances authorship by saving time and cost, leaving more room for experimentation and inspiration.”
Overcoming (legitimate) fears
Over the years, we’ve noticed that while the value of process optimization is often acknowledged, skepticism persists – especially in the creative departments of brands. Teams deeply rooted in creative processes remain wary of the idea of industrializing product photography. In some ways, this concern mirrors the current debates around artificial intelligence.
“I personally don’t believe in replacement,” says Guindani. “If a brand and creative director want to retain authorship, the photographer remains the link. They tell the machine which template to build and what the final outcome should be. Only the photographer’s vision, with a clear sense of the final result, can guide us.”
“The real challenge is understanding how creative we can be when faced with this level of technological advancement,” adds creative director Ivano Mansueto. “All software tools are commodities. The real question is whether it still makes sense to be afraid of them – or whether we should start viewing robotics as part of an organic life that enables major upgrades across many fields.”
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Digital to humans
The human element remains central – just as we noted when discussing AI as a process resource.
Whether internal or external, a Digital Content Factory is made up of people. “This is often underestimated,” points out Greta Talamoni, Brand Marketing & Advertising Production Manager at Guess Europe. “In times of change, it’s crucial that both content producers and users – across various departments – feel genuinely involved. If they’re simply expected to adapt, the transformation will never be truly successful.”
The challenge, then, is to overcome resistance to change. How? In our view, not by trying to force persuasion, but rather by:
- Helping different team stakeholders trust a shift in approach that serves a greater purpose – one that goes beyond local or departmental outcomes;
- clearly communicating the shared goal in ever-widening circles, breaking away from siloed mindsets.
In this context, transparent reporting, clearly defined KPIs, and effective training help move from abstract principles to concrete action – supporting a true paradigm shift.
The new scenario: more channels, higher quality, greater personalization
Why shine a spotlight on the industrialization vs. creativity debate? In recent years, brands – particularly in fashion, but not exclusively – along with the wholesale segment, have been increasingly compelled to rethink how to strike a balance between optimizing content production processes and preserving quality. Why?
- On one hand, the continuous growth of omnichannel promotion and sales platforms;
- On the other, the exponential rise in both the volume and quality of content (a shift that has been underway for some time), along with increasing demand for personalized assets;
- all within the context of a delicate and uncertain global economic climate.
One channel that is often overlooked – but has increasingly demanded attention in terms of content production over the past few years – is B2B sales, particularly through platforms such as digital showrooms in the relationship between brands and buyers.
In the past, these interactions took place in person, inside physical showrooms. Then, already before – but especially during and after – COVID-19, the use of proprietary digital platforms or marketplaces became essential. While these platforms completely replaced traditional showroom rituals during the pandemic, today they complement and enhance them.
This has created a new channel that needs to be populated with content, requiring the digital supply chain to develop new solutions to further engineer and scale production processes. For organizations, this has also meant managing the rising costs—both financial and operational—of this expanded production cycle.
“There’s an additional challenge in B2B,” notes Andrea Pacella. “You only use two out of three dimensions, and just one sense – sight. With a process capable of evoking what’s missing through the quality of the photographic image, it’s possible to transform what’s seen on a screen into an experience that faithfully represents the product. How? By building a chain of quality – from concept to planning, from the photographer’s vision to how the item is positioned, lit, shot, retouched, and finally placed on the page.”
Hyphen-Group's role: from photo studio to Digital Content Factory
In this landscape, Hyphen-Group’s ambition is not to provide the best individual photographic tools, but rather to deliver the most effective and holistic content production system – one that considers every system, process, and actor involved. This goal might seem contradictory – balancing more channels and formats, higher quality expectations, optimized resources, and shrinking budgets – but it’s precisely what Hyphen-Group is built to achieve.
Guess is a testament to this journey. In under a year, the brand transitioned from a 50 sqm photo studio to an 800 sqm Digital Content Factory equipped with 13 Hyphen Shooting Line (HSL) sets. This new setup fully meets the brand’s photo and video content needs for both sales campaigns and e-commerce.
“Technology has truly helped us streamline operations while keeping quality – both photo and video – at the core,” says Talamoni (Guess).
And increasing quality also means increasing the number of channels where that quality can shine. Guess is a perfect example of this philosophy in action.
