Before you enthusiastically start working on the brand strategy or change management, it is useful to determine in which of the four quadrants the organization is. You do this by letting the decision makers fill in which box they place the organization. The interesting thing is: almost nobody chooses the bottom right.
Four types of organizations
I. The unconscious organization (unclear identity, weak brand)
An organization that is not actively involved in identity or brand is what I call an 'unconscious organization'. Think of the archetypal hairdresser around the corner, the machine factory and (most) government institutions.
II. The uncertain organization (unclear identity, strong brand)
The story of these organizations is stronger than the conviction. Why uncertain? Because the promises feel a little too big to deliver, both for the employees and their customers. Think of why McDonald's doesn't run big publicity campaigns claiming that they are green.
McDonald's is one of the largest deforesters in the world, yet its restaurants have gotten a green makeover.
III. The modest organization ( clear identity, weak brand)
Very Dutch. 'Act-normal-and-you're-already-crazy-enough'. Modest organisations are convinced of their calling, but marketing still feels like 'chest-beating'. Think of healthcare institutions, such as hospitals or family businesses.
IV. The convincing organization (clear identity, strong brand)
The holy grail of the model, the persuasive organization. This organization charts its own course, makes no concessions in what it stands for and knows how to explain its value calmly and confidently to anyone who will listen. Sustainable relationships and loyal customers are the result. Personally, I have to think of Tesla, who released their patents because they believe in the importance of research and development (R&D).
A brand is achievable. Identity is not.
If there is one thing I have learned from ten years of experience with the theme of brand identity, it is this: no agency, and no change strategist or quartermaster can turn an uncertain organization (II) into a convincing organization (IV) without taking the shared identity as a starting point. However, it is easier to ignore questions about identity and invest in the image . My position is that this does not work in the long term. Because you should first look for a conviction in people, and only then in a story.
brand identity
#How
There will always be critical voices on the client side, who underestimate or do not understand the importance of identity. It is your job as a professional to take these people with you and to continue to steer the conversation towards what an organization stands for. You do this before moving on to how an organization radiates that. As long as your clients do not all place the organization in the same quadrant of the model, you can substantiate the need for this conversation.
Some other tips that can help you during this phase:
A common starting point is different from a negotiation.
2. Be critical, but always positive
Challenge your customers and their propositions, but keep it functional.
3. Use if/then statements to test identity
IF this is what we are standing for, THEN this hospital cio email list would mean. Does that feel good?
4. Expand beyond the boardroom
It's about the identity of the entire organization, involve different layers.
5. Stay sharp
Agree in advance how the brand will be structurally tested against identity.
Building a compelling brand
You can only build a convincing brand if you know who you are and what you stand for. The chance of this succeeding is mainly related to where you start, hopefully my model will help you with that question.
eal, living and breathing people from that rather broad target group. And while the given persona in itself is hypothetical, the information on the basis of which he or she is created, should absolutely not be. Have you already created a persona for your organization and are you curious about how you can deepen it? Then read on.