Often when executives look to address underperformance on the inside of a brand or business, the temptation is to treat the brand or business as one entity, and to assume that the problems are spread evenly. That’s usually not the case.
If you need to shift your brand culture from where it is to a different viewpoint and value set, is there any incentive for change without a crisis? Will a brand culture make changes on its own or do people need a fright in order to seriously disrupt business as usual?
Organizations tend to speak about purpose and change as if they are separate subjects. Increasingly, we’ve been asking whether the two could and should be much more closely linked, prompting a shift in question from “Change – to what end?” to “Change – to what purpose?”
The context for cultures is changing. In four vital ways.
Relationships are becoming more one on one; communications are becoming faster and more frequent; customer loyalty cycles are becoming shorter – and yet organizations, returning to merger mode after the global financial crisis, are scaling to breathtaking size.
