A naturalistic approach to branding

Johnnie Moore

Johnnie Moore

I’m Johnnie Moore, and I help people work better together

I so agree with Dave Snowden’s post: Branding: service is not a commodity

He recounts his experience as an ad agency client whilst he worked at IBM.

What would happen is that meetings would take place with O&M following detailed market research into customer needs. An image would then be created using some brilliant creatives which would result in a sophisticated advertising campaign. Staff would then be informed of the new image there might be some powerpoint briefings and a communication campaign but it was always an after thought. I also found it interesting that very senior managers would get wrapped up in the vision of the ideal and none of their direct, or indirect reports were prepared to say that the emperor has no clothes.

That’s exactly how a lot of advertising operates… by setting up ideals and absolutely not recognising how things are. It’s a failing not only of advertising, but of an awful lot of “change processes”. If we don’t recognise where we are, I believe we become alienated and less able to function well. We become courtiers to Mad King George addressing an oak tree as the King of Prussia.

Dave goes on to suggest a few dos and don’ts for how a service organisation might brand in a more naturalistic way. For some reason, this morning these don’ts resonate quite strongly for me:

DO NOT find examples of ideal behaviour and promulgate them as best practice. people will either thing you set them up, have not told the full story or will just say I couldn’t do that

DO NOT identify the three main obstacles to customer satisfaction and institute an organisational wide campaign to overcome them

DO NOT create a list of values and behaviours that you want staff to adopt and institute a training programme to install those routines in your employees. It will produce camouflage behaviour at best.

I’m not a fan of best practice and I’m very wary of any approach that appears to frame human beings as some kind of computers to be programmed with routines. Which may put me somewhat at odds with a lot of change programmes.

Share Post

More Posts

Bunny Bunny

A funny game illustrates what we may be missing in many of our meetings

Leading from the clown

I shot this in a single eight-minute take, which is in the spirit of an experience of Ralf Wetzel’s workshop, Leading from the Clown. Clown training is probably the deepest and most challenging work I’ve done. Enjoy.

Noticing

The power of small gestures and noticing

Small p presence

Getting away from grandiosity or solemnity. small p presence is about being open to the life around us

Small i improv

Facilitation is often about small, subtle acts of noticing and experimenting

More Updates

Emotional debt

Releasing the hidden costs of pent up frustrations

Aliveness

Finding the aliveness below the surface of stuck

Johnnie Moore

Works in practice only

The problem with Wikipedia is that it only works in practice. In theory, it can never work. – Miikka Ryokas computer science student quoted in the NY Times. Hat tip:

Johnnie Moore

The “I love data” guy

Oh another nice moment from the IMC conference was running into Bill Tancer. Bill was on a panel I moderated and introduced himself as someone who loved data. And he

Johnnie Moore

Blurring

Carman Pirie blogs how an memo from Verizon marked “Proprietary & Confidential. For Internal Use Only.” inevitably got published. The memo’s about how to counter the iPhone. As Carman says,

Johnnie Moore

links for 2010-05-26

Robert Paterson's Weblog: How we got fat Rob unearths a remarkable bit of old propaganda for the fizzy drink business in America. Why Controlling Bosses Have Unproductive Employees – Research