"I've bounced between both perspectives throughout my career. There have been times when I felt the palpable buzz of knowing that a company had unlocked something fundamental that spoke to their soul and would drive everything they do. And then there were times when I knew deep down all the work and fiery talk wouldn't make for more than a few good meetings and an anthemic film."
"The second is about perspective. Specifically, what is the creative canvas for that brand purpose? Too often the focus is on some emotionally-charged campaign or communications effort equipped with a few PR-able actions. We're all familiar with that scenario, with Gillette's foray into #metoo being the latest in a long line of purpose-driven provocations that, for many, lacked the substance to be truly credible or enduring."
Brand purpose polarizes opinion: some view it as essential future strategy, others as hollow rhetoric. Genuine purpose can unlock a company’s core and guide everything it does, while performative efforts produce only momentary attention. Three decisive factors determine effectiveness: the company leader must be the driving force and personally invested; the creative canvas must be the entire company, informing product, acquisition, people policies and marketing rather than only communications; and processes must shift so that developing purpose involves different casting and a CEO acting as the organisation’s chief creative officer.
Read at The Drum
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