William McGonagall's poems are something else. The jarring meter, the banal imagery, the awkward rhymes: they made him a laughing stock in 19th Century Scotland and are still derided to this day. How does someone get that bad at poetry? Or have we been misunderstanding McGonagall all along?

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In the early 90s, cutting-edge advertising agency Chiat/Day announced a radical plan, aimed at giving the company a jolt of creative renewal. They would sweep away corner offices and cubicles and replace them with zany open spaces, as well as innovative portable computers and phones. A brand new era of “hot-desking” had arrived.

Problems quickly began. Disgruntled employees found themselves hauling temperamental, clunky laptops and armfuls of paperwork all over the office; some even had to use the trunks of their cars as filing cabinets. Soon, the unhappy nomads had had enough.

Bad execution was to blame for the failure of this “playful” workspace. But Chiat/Day had made another mistake here, too – one that was more serious, more fundamental and altogether more common.

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Pepsi twice ended up in court after promotions went disastrously wrong. Other big companies have fallen into the same trap - promising customers rewards so generous that to fulfil the promise might mean corporate bankruptcy.

Businesses and customers alike are sometimes blinded by the big numbers in such PR stunts - but it's usually the customers, not the businesses, who end up losing out.

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