THINKSHOPPING BRAND CHANGE | GIRVIN’S BRANDSCAPING
CHANGE MANAGEMENT,
ENTERPRISE EVOLUTIONS
AND ACCELERATED BRAND TRANSITIONING
EVERYTHING CHANGES: IT’S THE ONE CONSTANT TO EXPECT—BETTER TO BE READY TO MOVE AT A MOMENT’S NOTICE.
In your constant study of the rising swells of trend, shifting landscapes of brand transitioning and evolving audiences, there will be invariably a point—a tipping point—when you, as brand leader, have to move.
And it’s likely, you know you can’t do this alone—there’s the supporting team, there could be external management, even offshore ownership, factory and production personnel—identify your key stakeholders and core brand tacticians to give each member a participatory hands-on, finger-on-the-solution, contributory involvement.
Framing the challenge, team-up overviews. Salisbury, North Carolina
If there’s ever a challenge in brand management it lies in stasis. The static brand shall fail—there are always tunings and improvements—even brands that last for a century still require transitional, to market-responsive evolutions. The soul remains, the skin has evolved to a new telling.
The beginnings of our work lies in sorting—the past, perhaps even
400 years of passed time, the journey to the present.
Fukuju Saké Brand Summit, Kobé, Japan
It’s important to understand organizational structure: sorting team members who are:
the most engaging leadership brand champions: studying the patterning of innovation;
the history of change—how change is managed;
the struggle of the paradigm—breaking through change obstacles and
deployment: the innovation shift—and the modeling of breaking brands free.
Trial insights and strategic evolutions—there’s a brand, a shift in direction: how could that be confirmed in live and/or digital trial, testing methodologies and analysis?
Team summit, Reno, NV
As a business person, a planner, and a student of international enterprise, working around the razor’s edge of innovation, I’ve been—we’ve been—exposed to some extraordinary people, ideas, teams and concepts.
It’s a blessing of change—the ability to change quickly; and it’s a deep knowledge dive—the journey of examining potentiality and actuality. Any innovation examination needs to frame the where, the when, the what of then, and what—to now?
Any brand shift has to refer to relevance and renewed utility—”this works for me—it’s useful, relevantly pertinent to my need state in the present. Changing it makes it better.”
And brand shift would speak to resonance—there’s a renewed enchantment.
And ultimately, any brand transitioning and innovation will speak to the interconnectivity of relationships—there’s a reflexive story to be carried forward.
That cycling is a 3R patterning: relevance,
resonance,
and relationships.
What are the possibilities of a brand, its team and their engagement to the community they serve? How could that brand storytelling be improved, altered, tuned, re-projected—re-launched, newly vitalized into a ever-shifting market place? Team learnings, sharing, brand study, visualizations and explorations of imagery linguistics, modeling studies, voice and messaging and brand cartographies, layering of content: message tiering; and principle-finding—the telling of brand-support teams: what they believe in, and who they’re speaking to.
Or who should they be talking to, and how?
We built the naming and innovation strategy that led to creating Nordstrom’s Zella, a top-performing sports, fashion brand.
We worked with the scientific team innovated an entirely new proposition of pattern organization in trial analysis for biomedical research insights and tactical developments Pattern Computer.
PATTERN COMPUTER
LAUNCHED IN SAN FRANCISCO, CA.
That exploration continues.
P A R A D I G M
S H A T T E R I N G
There’s a theory that the human mind shuffles—shuttles against—the edge of an obstacle until, literally, something happens—with a team, the multiplicity of minds builds towards a tactically intelligent solution set—many minds, one answer.
That is—the battering against that wall charges up until a blinding or unexpected insight forces a jump over the top. And a new platform, or plateau, is created. The positioning that is curious about this theory is the idea that there might be a kind of gathering force, a storm of ideas, that builds to the creation of an innovation. Others explore this idea in the notion that a tidal product conceptual or technological surge is part of a gathering mind fullness about potential shifting, that tips the scale of action in product development. It’s not the one big idea, it’s the many that gather around the edge of a challenge, and move through it to something new, more.
Innovating place-making | building a place-brand from scratch
Phil Roos, GfK Strategic Innovation, a director of strategic research, offers that while a perception of “great innovation results from a mysterious combination of forces that make it appear to fall from the sky.” An interpretation suggests a randomized patterning—“divine intervention, the harnessing of creative genius or luck, to many, innovation seems to surface at random moments and emerge from circumstances that cannot be reproduced or understood.” However, trending shows something different, a 30-year analysis of 300 product categories covering 225 countries, it becomes clear this perception is false:
Tomorrow’s winning innovation can actually be predicted.
WINNING CAN BE MADE,
STRATEGICALLY- BUILT AND
TACTICALLY INFORMED.
The concept suggests that the spirit of innovation is a kind of cumularity of actions,
a cloudmind of advancement that brings products into play.
Team built summit on beauty, San Francisco
Great innovation builds on evolution and does not require people to make radical changes in beliefs or behavior alone—it can be cumulative. Breakthrough innovation is actually a small advance or twist on an established ideation—change is evolutionary, its impact from can still be revolutionary.
For more insight into our BrandQuest®,
see our earlier blog.
Tim Girvin | GIRVIN | Osean Studios
….
BrandQuest® insights
of the aligned leadership team:
Human branding