Like what do you do when your brand has become a prisoner of executional formula and wants accelerate growth with a real long-term brand platform?
That was the challenge facing Corona.
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Brand problems? I’ve seen a few…
Like what do you do when being a single malt whisky with a deeply authentic, hundred-plus-year-old story of craft and tradition isn’t enough of a reason to buy in an ocean of whisky with deeply authentic, hundred-plus-year-old stories of craft and tradition?
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Like how do you bid farewell to your most successful and arguably most valuable driver in a way that sets the team and its fans up for the next chapter once he leaves?
That was the challenge facing the Mercedes-AMG PETRONAS F1 Team.
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Like what do you do when your business and brand has become so addicted to chasing short-term innovation uplifts that it’s allowed its core business to be eroded?
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Like what do you do when a group of refugee ballet dancers in Amsterdam form a dance company and want to use their platform to highlight the horrors unfolding back home, while still selling tickets? Oh, and when it’s not an agency assignment, and the budget is virtually zero?
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Like what do you do when you have a fractured global brand, communications, and marketing organisation, and are needing to support premium pricing while you aggressively expand distribution?
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Like what do you do when you are disproportionately reliant on paid search and find that your customers are booking accomodation but have no memory that it was through you?
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Observation, curiosity, empathy - these are vital. Dieter Rams said "Indifference towards people and the reality in which they live is actually the one and only cardinal sin in design”. His words apply to the development of brands and advertising too. But the idea that ‘insight’ is and must always be the starting point and first hurdle to overcome is deeply flawed. The strategist’s real job isn’t to find truth - it’s to create traction, and create change. Insight may be helpful in that endeavour. But it is not holy.
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There is much that is problematic with the theology of ‘insight’ as presented by the self-appointed members of its Inquisition. But even if one were to reject the various articles and tests of faith they demand and think more simply (heresy!) in terms of useful understanding, I have come to believe that as a way of thinking about our intended audience, it is still not quite enough.
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Patience and timing, curiosity and exploration, improvisation and adaptability in new environments, economy of effort, presence and focus, independence, not conformity, play as necessary preparation, sensing beyond the obvious, rest as renewal… I was going to close by suggesting that cats can teach us so much about the straegic mindset. But as I type this I find myself reflecting that cats can teach us so much about the art of living.
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In the development of strategy we must stay alert for drift and bloat - and work to inoculate strategy against thoughtless (if well-intentioned) meddling. Surrendering the integrity and fidelity of our strategy is not an acceptable price to pay for playing nicely and allowing for input and collaboration. So be open to high quality input but make the price of mere meddling steep. And enlist in advance the support of somebody able to drop the hammer should the need arise. Honestly it’s not complicated. It just needs some clear-sighted intentionality.
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We should aspire to the standard that Bono spoke of - brands that talk, like they walk, like they perform, in which everything adds up. Want to find your brand’s true, compelling superpower, the true source of its value and magnetism in the world? Then strip it all back to just that, and that alone. Be the heartless truncator, the merciless editor, and take a scythe to the unwanted and unnecessary acres of fluff and bullshit.
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All of which is to say that I’ve chosen to work differently and focus my efforts not on inputs, hours, costs, and activities but on what client organisations really want and buy, which is solutions to business problems. Exciting conversations about value as opposed to dreary conversations about time are where real relationships and partnerships - and transformations - are forged. I mean, there really didn’t see much point advising client organisations to adapt, evolve, think different, innovate, create meaningful and lasting value in the world, lean into the future, or grab a seat at the front of the bus while there still is one if I wasn’t going to do the same.
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We say that it’s all about “the work” as if clients are merely shopping for outputs and assets. And then complain about squeezed revenue and margins.
But it becomes ever more clear to me. Point to what you are proudest of, and you’ll find the scope of your value.
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Then he’s tasked with polishing forks. Fucking forks. And Richie’s ego begins to learn the most valuable lesson of all - it’s not about feeling important in the eyes of others, but about taking pride in oneself for the time and effort one puts into the details.
He then finds Chef Terry (exquisitely played by Olivia Colman) peeling a pile of mushrooms. Fucking mushrooms. He’s baffled. She quietly tells Richie that mushrooms do not, strictly speaking, need to be peeled: “It’s just a nice little fun detail so that when the diners see it, they know that someone spent a lot of time on their dish.” And now he gets it. Be of service. And care. Really fucking care.
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Strategy begins with a leap - not inching forward methodically, but jumping into an imagined future that's better, more valuable, more desirable. But this imaginative leap is only the beginning. The real work lies in determining how to make that future real: What conditions must we create? What must we start or stop doing? What resources must we gather? What politics must we navigate? What collaborators do we need? How will we finance it all? Strategy is ultimately a practical, pragmatic undertaking concerned with change in the real world. While imagination is essential, it's only the first step. After that comes the hard yards of implementation - or as Kornfield might say, after imagination comes the laundry.
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Taste then isn’t merely about unaccountable subjective preference. Taste involves making judgments about quality - which is why it should matter a very great deal to marketers, brand-builders, and communicators.
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