Tag Archives: brands

The case for culture in business, as clearly and forcefully as I can make it

This is an abbreviation of talk I gave for the design firm Thomas Pigeon in early April.

It puts the “case for culture in business” as forcefully as I can make it. (NB I’m not talking about corporate culture here. I’m talking about culture as in “culture creative.”)

Here’s a summary:

SECTION 1

00:25 capitalism and its creative destruction

00:30 Schumpter
00:54 Alvin Toffler
01:11 Clayton Christensen

01:31 the world is turbulent
…and culture creatives can help

SECTION 2

01:38 strategy struggles

1:44 Peter Schwartz and the corporation in a state of perpetual surprise

1:56 we wake up one morning to discover that our business model can be ripped out from under us

2:00 Michael Raynor and the death of strategy

2:19 Nassim Taleb on black swans and the unimaginable

2:48 these guys are not the least bit defensive (a joke!)

3:07 Andy Grove, here’s how we do strategy now: act like a firehouse

3:24 all that talk of agility is Andy’s firehouse

3:40 strategy is struggling…and we can help

SECTION 3

3:45 corporations and brands are in crisis

3:48 CPG brands especially, all the big brands are down, all of them are struggling to live in this new world

4:00 brands are struggling…and we can help

SECTION 4

4:07 culture to the rescue

this world of commotion gets simpler if you get culture

4:17 getting culture makes the world less “black swany” and less “suprisy”

4:47 we can do better than Andy’s fire house

4:2 culture is the professional competence of the culture creative

4:59 culture is our competitive opportunity

5:02 culture is our difference

5:03 we have always said our difference is creativity and it is but we can’t do great creativity without a connection to culture

creativity requires culture

5:12 creativity that’s not rooted in culture has this calorie-free quality. It’s not lasting, it’s not impactful. It doesnt really change the brand. It doesn’t really touch the consumer, and it doesn’t really resonate with the culture in place.

5:25 that’s when you know there a cycle here: you’ve drawn from culture buy you’ve created something so good, it’s so powerful, it actually contributes to culture

SECTION 5

5:40 culture is 3 things, meanings, rules and motions

6:20 the difference between Roger A and Roger B
(Roger is a dog, he doesn’t have culture. Roger B is a person, he does.)

7:10 Aspies and culture (making conversation in the elevator)

7:44 three purses, one is a Birkin bag worth $14,000

8:18 culture defines how we think about self and the meanings of gender, age, ethnicity, race, and our preoccupation these days with celebrity

8:24…and how we think about groups, style, entertainment and communications are all established by culture

SECTION 6

8:48 is there a Canadian advantage?
Yes, there is (possibly)
e.g., Michael Ennis, Malcolm Gladwell, Marshall McLuhan

SECTION 7:
the case of the artisanal trend

9:08 food after World War II

9:38 the rise of prepared food: Cheese Whiz!

10:02 the artisanal trend itemized

10:38 the artisanal trend created the CPG crisis, it took on prepared food and fast food

10:46 and big brands disrupted by the artisanal
Unilever, Nestle’s, Coca-Cola, P&G taken by surprise

SECTION 8:
How can we help our clients?

11:07 first step: we map culture

11:11 culture too often the latest hippest thing, the coastal stuff, the beltway stuff, the elite stuff

11:23 the recent error of Democratic party

11:46 we want breadth of coverage

11:50 we don’t want to only listen just to the coasts

12:00 second step: choose the meanings (on the map) that really work for the brand?

12:17 which meanings work for the consumer

12:28 third step: now we build an exquisite brand

12:35 fourth step: stage events in the world that create meanings for the world (culturematics: meanings in action)

13:05 fifth step: meanings in motion. we have to track meanings, we need to find metrics. the corporation runs on numbers, all numbers are made with numbers. and when we are asked for numbers we just say just trust us, your career will be fine, your kids will go to college, you can trust us, look how hip our glasses our

13:40 it’s no longer about “refreshing” the brand, we need to be able to show when we want the client to claim this meaning and when to exit the meaning

13:51 We are still inclined to step in, offer a big idea and then leave, as if to say “our work is done”

13:50 what we need to say is “this is when we want you to get into this cultural moment and this is when we want you to get out”

14:02 this is the stuff of an enduring connection with the client

14:27 culture is our competitive advantage, it’s time to see it clearly!

Creator brands: Brands that make culture

3059416-inline-11-how-a-111-year-old-furniture-brand

At their most powerful, brands actually make culture. Creator brands, let’s call them.

Nike changed the way we thought about exercise, fitness, bodies and diet in the 1970s and 80s. Most of us look different and feel different for the work that came from this brand and those brilliant meaning-makers at Wieden + Kennedy.

A cluster of brands and industries after World War II helped create “mid century modernism” which in turn shaped how Americans lived and thought of themselves in a very fluid moment. Brands were minting fundamental ideas of who were we were, what we cared about, and how we lived.

In the present day, Uber and AirBnb are changing the way we think about travel and tourism. Netflix is changing the way we think about TV and storytelling.

More often, of course, brands are fellow travelers. They identify what’s happening in the culture and put themselves “in tune” with it.

Subaru and the agency Carmichael Lynch are now brilliantly in tune with culture. They continue to speak to (and speak for) a new feeling for community and family. Now that competitive individualism is in retreat, this is the way Subaru made itself a “brand of the moment.” (This is exceptional work and I hope the brand and agency are being showered with awards. And enjoy them. Principal Financial Group and agency TBWA now threatens to do still better work.)

Sometimes the brand resonates with culture in a painful, unconvincing way, as when a big processed food companies struggles unconvincingly to show us how “artisanal” they are. No one’s buying it, figuratively or literally. The brands of the consumer packaged goods world are really under challenge at the moment. It’s sad because they were so perfectly in tune in the first few decades after World War II.

Getting in touch with culture is hard. Creating culture is harder still. It’s not for the faint of heart or mind. It takes intelligence, imagination, a virtuoso control of the organization, the message, and the moment.

The rewards, on the other hand, are immense. The brand that creates culture becomes a kind of navigational satellite in our world. It becomes one of the places from which we draw our ideas of selfhood and in the Herman Miller case, the work place. Most brands are “meanings made.” Creator brands are meaning makers. They help make the meanings that in turn make us.

With this in mind, I read with interest a wonderful essay in FastCo Design by Diana Budds about Herman Miller and its plan to change our culture.  In the words of CEO Brian Walker, the firm has undertaken a

“shift from being just a contract company or just an industry brand to truly be a powerful lifestyle and consumer lifestyle brand.”

This is the language corporations use when it setting about to change culture. They talk about becoming a lifestyle brand. They are now embarked on styling life.

The trouble with this approach is that many people want to style life but they have no clue about what culture is or how to change it. And you can’t style life unless you are prepared to reckon with culture.

Too often, “lifestyle brand” means slapping a new coat of paint on the brand. Too often lifestyle branding is all “style “and no “life.” The brand remains an PET plastic soda bottle sitting on the surface of the Atlantic, incapable of any sort of real contact (thank goodness). It’s just another contribution to the detritus that flows from the land of bad marketing.

83338-Ben-Watson_edited1

The good news is that Herman Miller hired a guy called Ben Watson (pictured here with his muse, a beautiful Burmese). Ben is a designer and, at their best, designers are good at helping connect the brand to culture. The best of them have an extraordinary combination of intelligence, imagination, strategy, craft, cunning. They grasp cultural foundations and the cultural moment. They can see culture in all it’s manifestations, intellectual, aesthetic, emotional, material and emergent, and they have a way make these manifest in the brand in a way that points us in new directions, in this case away from old concepts of work and work place to new concepts of work and work place. This makes them a precious, possibly irreplaceably precious, resource. This makes them seerers where the rest of us are blind.

But it doesn’t always go well. Sometimes designers just don’t get culture. Pepsi and Tropicana hired Peter Arnell to “rejuvenate, reengineer, rethink, reparticipate in popular culture,” and Arnell promptly engaged in what BusinessWeek called a “five week world tour of trend design houses.” (More details in Chief Culture Officer, pp. 161 and following).

This is a little like asking an astronomer to look for uncharted planets only to discover that he’s spend his time touring observatories chatting up other astronomers. Yes, of course, you can learn a lot this way, but at some point you have actually have to leave the design world bubble and talk to people who aren’t wearing really cool glasses.  Anything else is threatens to deliver the provincial and parochial. Anything else is an echo chamber.

I don’t know Ben. Let me point out that there is no criticism implied or intended. For all I know, he is absolutely the most gifted “astronomer” in play and Herman Miller’s best chance to change culture. Fingers crossed! (I should say, in the interests of full disclosure, that I have done several projects for Herman Miller. For all I know Ben is drawing on my work. In which case, god speed!)

Ben has an extraordinary Nike-esque opportunity. We are in a moment of real cultural confusion. There are several big questions in play. What is “work?” What’s a “workplace?” These things used to be defined by several pretty clear distinctions: work and home, work and play, work and life, public and private, instrumental and expressive, pragmatic and recreational, men and women, hierarchical distinctions of rank, exquisitely clear divisions of labor. nice, neat boundaries of inside and outside, them and us. These cultural meridians once so helpful in defining social life are now well blurred. Blurred? They are thoroughly tangled.

Ben could bring clarity here. He could create a space that accommodates these confusions, that enables what we hope for, and helps to “edit out” what we wish to escape. Ben can made a contribution to Herman Miller and through Herman Miller to us. He can actually clarify our culture. He can humpty-dumpty us back together again. He can help make us ready for a postmodern existence.

What’s especially interesting about Budds’ essay is the attention it gives to the way Herman Miller intends to use retail and display spaces to define the brand and through the brand the rest of us. Designers control the manifestations of culture in the world. And when we give them Herman Miller spaces (and furniture) we give them something with which to work.

Will Ben transform us? Will Herman Miller become a creator brand? It depends to some extent on how well Ben and Herman Miller understand culture. And if manifestations are designers’ strength, culture is, by and large, their weakness.

Post script.

I think we are seeing public space and public events used more and more to stage the brand. Even as we avail ourselves of social media and digital content, we like to make the brand live in the “real world.” (Note to self…and anyone else who’s interested: we need a model that distinguishes all the media and messages at our disposal and shows how we can divide branding work across them.)

I was interested to see the work being done by a Canadian bank called Mojo. Here’s a photo of their interior. As a Canadian I can say with confidence that this is the first time any message even remotely like “IS U REALLY BOUT UR MONEY OR NAH” has even been by a Canadian bank.

Ember Library Mediator

Normally, Canadian banks prefer to look like this:

bank_montreal_detail2_lge.jpg (450×301)

Which to be fair is it’s own very particular symbolic statement, and in its moment superbly in tune with Canadian culture.

Thanks to Gerald Forster for the photo of Ben Watson. Gerald is the founder of Here We Go Now.

For more on culture, try this.

CCO cover 1 breathing

 

 

Less public knowledge, more private meaning (lessons for politicians and brands)

This is a part of a map of London drawn by Fuller (aka Gareth Wood).

Wood says that he created a map to show his relationship with the city over several years.

“It’s about documenting a particular time and experience.”

Wood’s map of London ends up being a personal document.

Of course personal is the last thing that maps are supposed to be. They are supposed to come from official sources and authoritative parties. In an almost magical act of abstraction, they remove everything that has anything to do with anyone. There are millions of people in London interacting with the city in many millions of moments. Mapmaking is meant to make all that disappear. We give you London, all place, no time, all place, no people, all place, no particulars. At all.

Something in us now recoils from this abstraction. Authoritative meanings are on the run. But of course we will continue to need maps of the old fashion, abstract kind. Chances are we will never use Wood’s map actually to find our way around London. (Though that’s a pretty charming idea and it’s easy to imagine a guest who is very late for a dinner party giving as her plaintive explanation that her Fuller map is “really not all that helpful when you get right down to it.”)

But more and more we like a world that vibrates with particularities. Public knowledge seems a little thin. Authoritative versions of the world seem a little unforthcoming if not positively stingy. Surely, we think, the world, and especially London, is more interesting than this.

This shift in expectation runs through us with big consequences. Political figures must learn from it. Romney seemed very “official map.” Obama seemed somehow more particular.  (Though he never did get all that personal.) Hillary is very official map. It’s as if so much of what makes her personal plays to her disadvantage that she wants to get abstract and stay that way. Every politician needs to solve this problem. How to show the real person, the authentic individual, even when everything in them screams to keep the image airbrushed. In his strange, deeply stupid manner, Trump has addressed this problem.

Things are easier in the world of the brand.  Every brand has been struggling to make itself less official and more particular for some time. This means letting in the consumer and the world in ways that were once unforgivable. American brands used to be very abstract indeed. But they are (marginally) less alarmed about making the transition away from abstraction. Out of the USP into life. I always thought Subaru has done a nice job of this.

It’s a good exercise for a politician or a brand. If your present self is a formal map of who you are, what would Gareth Wood’s version look like? Creatives, planners, brand managers, campaign managers, please let me know if you try this and it works.

Acknowledgment:

For more on Wood and his map, see the excellent coverage by Greg Miller here.

Narrative captivity: Losing Orphan Black for want of a half-fan

18706-orphan-black-s2-dvd-new_mediumI am a long standing fan of Orphan Black but this season they lost me.  I tuned in for the opening episode of the new season, and it wasn’t long before my eyes had crossed.

In the new season, it feels as if Orphan Black is being made to labor under the weight of its own complexities.  And with all the clones in motion, these complexities are formidable. And with two seasons in place, there are many additional plot points and precedents to honor.

Tedium, thy name is consistency.

Showrunners Graeme Manson, Ivan Schneeberg and David Fortier must of course honor the story.  Fans, especially, are ferocious in their defense of its integrity.  But the rest of us really are not engaged in narrative book-keeping in any kind.  We love the actress, her clones, and the broad story lines that give her an opportunity to dazzle us with her virtuosity, lend some urgency to the story at hand, identify the goodies and the baddies, and that’s enough for us.

We want some sense of narrative development.  We want our heroine to mature or at least change (or at least clone) as pluckily she survives.  But give us the big picture, not what feel like pages of gawky exposition in which good actors are brought low by the need to belabor plot points.  These moments almost feel like writers and directors clarifying story complexities for their own sake, and when this happens we know that undue complexity has hijacked the show. Narrative captivity, it’s a terrible thing.

We see why this happens.  After a couple of seasons, the people who make the show have mastered the finest plot points better than the best Yeshiva student.  And fans!  Fans live and breathe the show and they often appoint themselves the guardians of the story line.  (“You want me on the wall. You need me on that wall.”)  And in a sense this is like any corporate culture, where the incumbents fall into a gravitational field and eventually can’t believe that everyone doesn’t live there too.

There are a couple of ways of fixing this.  One is to have an ethnographic panel of half-fans.  These are people who love the show but live in distant orbit around it. They know the characters and the major plot points, but they don’t know or care about the very fine details. Writers, directors and show runners can call them up from time to time and say, “So tell me about the show” and they can use this as a chance to recalibrate. It’s a question of optics.  We can hold up the half-fan’s view of the story and change the way we see the show. Or think of it as a time machine.  We can use the half fans knowledge of the show to recover the way we understood it in the first season.

Naturally, half fans, some of them anyhow, will evolve into full fans.  And it will be up to the person running the panel to replace them with more half fans.  In fact we should think of the panel as a bend in the river, a place where half fans slow for long enough for us to quiz them…before they run downstream to full fan status.

I don’t know who want to take this on.  And it would be presumptuous to suggest a name.  So I will.  Dee Dee Gordon could do this brilliantly.  What we need, Dee Dee, is a panel of half fans. As someone starts a new show, they will ask you to empanel this panel, and from time to time they will use it to see their shows (as many, most) others do.  In effect, the half fan panel (now, HFP, because that sounds way more official) is a rope that the showrunner wears around his/her waist while descending into the narrative mine shaft.  A couple of sharp tugs and they can return to the surface.

 

Artisanal Trend Timeline

I gave my Culture Camp in London last week.  I feel a little like a peddler producing my new array of household cleaners and brushes.   “Here’s a lovely notion no planner or strategist should be without!”

Here’s one slide that people seemed to find useful.

Artisanal Trend Timeline G. McCracken II

(Apologies if WordPress compresses this slide too much.  Try clicking on it for a larger view.)

The idea was to show trends in motion.  The events picked out in blue represented the pre-artisanal era, the period in which we liked our food fully industrial and the more artificial the better.

(In Camp, we talk about all the machinery perfected for the war effort applied in the late 40s and 50s to food, and the great explosion of prepared food and fast food brands, including of course Tang, that utterly artificial foodstuff endorsed by astronauts!)

Then the reaction, the repudiation, of artisanal food begins with the counter culture and the emergence of the person who was to be the goddess of the new movement, Alice Waters and her restaurant Chez Panisse, the one that was to prove the beachhead of the new movement.  Waters and CP brought a new idea into the world and then sent a diaspora of chefs and enthusiasts who went out into the world to colonize it in the name of the artisanal.

And then comes the reaction to the reaction.  Those events picked out in green are harbingers of the new, as new innovations and inclinations rise up to propose new approaches to food.  This is not to say the artisanal trend will disappear.  Some of its transformative effects have changed us forever.  But a new perspective will emerge, and it will set in train a great revolution in chefs, restaurants, TV shows, cooking magazines, and food culture generally.  And it will change the way we are eating in a decade or so.  At this point, all we have are “faint signals.”

As readers of this blog now, I am looking for more sophisticated ways of looking at culture.  We need these devices if we are to make sense of the great turbulence of our culture.  But I think they also help us clarify culture for clients for whom it is mysterious.  I think this Artisanal Trend Timeline is a good way to say, “Ok, here’s the bigger picture.  This is why we believe you should be primed to launch product X at moment Y.”

If you are interested in attending the Culture Camp, please let me know at grant27ATgmailDOTcom.  The next one will be in New York City possibly in the late summer.

If you want a high rez version of this slide, send me an email at the same address.

Brands and Brand Relationships

I did a talk today for Susan Fournier’s Boston University conference called Brands and Brand Relationships.

It was illuminating, forcing me to see things I didn’t know I thought.

I will try to get the slides up for tomorrow.  (If anyone knows the most elegant way of getting a Keynote (or Powerpoint) deck onto WordPress, please let me know.   Converting them to a YouTube video just feels laborious.  Because it is.)