Stanford GSB's iconic "Change lives..." tagline wasn't created by executives or an agency. It was forged in a workshop with staff from admissions, fundraising, and marketing, ensuring authentic, organization-wide buy-in from its inception.
When leaders are stuck defining their organization's mission, this question forces a shift from generic goals like survival to tangible impact. It clarifies the unique value provided to customers and society, revealing a more motivating and authentic purpose beyond simply 'staying in business.'
A GSB receptionist's casual chats with alumni revealed the program's long-term "fine wine" value—a strategic insight that formal surveys often miss. This shows how empowering frontline employees to listen can uncover profound user truths.
One-off creative hits are easy, but replicating them requires structure. Truly creative marketing integrates storytelling into a disciplined process involving data analysis (washups, SWAT), strategic planning, and commercial goals. This framework provides the guardrails needed to turn creative ideas into repeatable, impactful campaigns.
Creating a genuine brand voice requires deep immersion, not just a brief. By spending months interacting with dozens of employees across all departments, a consultant can uncover the shared language and core truths that form an authentic, resonant voice.
Instead of debating whether Product Management or Product Marketing "owns" positioning, teams should treat it as a critical point of shared alignment. It's a collaborative space where the entire team agrees on the product's value and market strategy.
Framing content creation through a "legacy lens"—asking if a piece of work would matter if it were your last—fundamentally shifts the focus. It moves beyond tactical strategy ('what works') to core beliefs ('what's worth saying'), resulting in more meaningful and impactful communication.
A brand's long-term health depends on leaders viewing themselves as stewards, not owners. This mindset allows the brand to have its own life, adapt, and evolve—much like a child growing into its own person—ensuring it can survive beyond the founder's direct control.
Don't just hand your champion a perfectly polished soundbite or business case. The act of creating it together—getting their feedback, edits, and "red lines"—is what builds their ownership and conviction. This process ensures they internalize the message and can confidently sell it on your behalf.
LoveSack operated successfully for years based on product instinct alone. However, transformational growth occurred only after the company intentionally defined its core brand philosophy—'Designed for Life'—and then amplified that clear message with advertising. This shows that a well-defined brand story is a powerful, distinct growth lever, separate from initial product-market fit.
Instead of developing a strategy alone and presenting it as a finished product (the 'cave' method), foster co-creation in a disarming, collaborative environment (the 'campfire'). This makes the resulting document a mechanism for alignment, ensuring stakeholders feel ownership and are motivated to implement the plan.