It’s difficult to find brands with clearly aligned positioning, strategy and architecture, which is why there are so few truly great brands.
The example of the FTSE100 shows that we have fallen into a pattern of behaviour that contradicts our stated purpose: not simply to make money but to create value. At some point, someone somewhere will establish a better pattern of behaviour. Perhaps a Chief Creative Officer will be at the heart of the change.
This is what really great brands do: they have a point to make and then find the most effective ways to make that point.
Resilience is about more than failure avoidance. It’s about creative dissent.
Making the case for intelligent kindness in business.
There’s a very real risk that the economic rewards offered by the “sharing economy” will crowd out the emotional and social benefits of sharing.
In theory, brand positioning can be an immensely useful tool for creating growth. But in practice, it is often a complete waste of time, money and effort.
Intentions matter because they initiate outcomes.
Not everything that can be counted counts. And not everything that counts can be counted.
In the economy of mistrust, businesses create profit by outsourcing the policing of behaviour to their online communities: they establish spaces in which people are encouraged to act as judge, jury and executioner.
Think about it: how many organisations have you worked in that actually operate like a symphony orchestra?
If strategy is about substance, then culture is about style – and style matters every bit as much as substance.
Great brands don’t just deliver on expectations; they play with those expectations. They inspire us to see more of life’s infinite possibilities.
Spend less time at work.
What do milk floats and glossy leggings have in common?
The past is something you learn from, but not something your brand needs to be wedded to.
Is Uber’s brand really worth billions?
Like many things in life, strategy is rarely perfect the first time round.
Brands have established a new model for growth: fostering an economy of mistrust.
The most consistently profitable innovators are not relentlessly disruptive: they are capable of introducing radical new ideas to the world, but they hone and perfect the delivery of those ideas through years of incremental improvement to improve efficiency and profitability.
The truth is that the modern concept of luxury remains stubbornly wedded to excess, despite all the optimistic column inches devoted to new luxury’s more balanced, less materialistic, more experiential, less conspicuous, more ethical stance.
Milton Glaser had the ability to penetrate through the layers of bullshit that often come with a job that balances the commercial with the creative. He thought seriously and deeply about this balance. Here are ten things I’ve taken away.
Best practice can’t happen unless we’re prepared to step away from the comfort of the usual once in a while. That’s why so many of the retail world’s most notable innovators have embraced weirdness.
We’re learning to love contactless and mobile forms of payment, but we’re a long way from digital banking nirvana.
Extinction Rebellion offers a much-needed reminder that dramatic systematic change is needed if we want to avoid screwing up the planet for future generations.
It’s easy to revile entrepreneurs. They have money, power and an address list that mere mortals can only dream of. But without them where would we be?
A compelling charity brand is spontaneous, collaborative and delivered with charm and a warm imperfection that reminds us what it means to be human.
Business class travel – whether by air or by train – is one of the most weirdly wasteful and anachronistic aspects of modern working life.
It’s possible to be fiercely competitive without this becoming toxic.
This form of positivity is toxic precisely because it robs us of our right to call something out as damaging, or depressing, or shameful.