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Beyond the Logo: The Transformative Power of Brand-as-Business
Have you ever wondered why some brands seem to defy gravity, maintaining their relevance and profitability decade after decade while others crash and burn? Consider Kodak-once among the world's four most valuable brands, the company that gave us the iconic "Kodak moment." By 2012, Kodak had lost a staggering $30 billion in market value since its 1999 peak. While many blamed digital disruption or poor planning, these were merely symptoms of a deeper problem: Kodak failed to follow through on an integral brand strategy. The company that had invented the first digital camera in 1975 and invested $5 billion in digital imaging research still collapsed because it prioritized short-term business over adapting its brand values. This dramatic fall illustrates the central premise of "What Great Brands Do"-that brand building isn't just about advertising and marketing, but about operationalizing your brand as an integral way of managing your entire business. In an age where consumers are increasingly skeptical of marketing messages and hungry for authentic connections, this approach isn't just nice to have-it's essential for survival.
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Starting from Within: Culture as Brand Foundation
When Sam Palmisano became IBM's CEO in 2002, he faced a company that had lost its cachet and relevance. Rather than taking the typical route of refreshing the logo or launching new ad campaigns, Palmisano recognized that true brand rebuilding required changing IBM's stagnant, insular culture. He understood a fundamental truth about great brands: employee greatness must precede customer greatness.
This insight is particularly crucial when your business transitions from product-focused to service-oriented, as IBM was doing. With services generating most revenue and profits, people rather than products had become the face of IBM's brand. The challenge was significant: 40% of IBM's 300,000 employees across 170 countries didn't report daily to IBM offices but worked at client sites or remotely. This dispersed workforce needed "a globally consistent set of values" to maintain brand integrity.
Recognizing that "the only thing that endures is our culture" while managers and business portfolios change, Palmisano launched a "ValuesJam" in July 2003-a 72-hour global intranet collaboration where employees worldwide contributed to defining IBM's core values. Despite initial negativity and cynicism, the process yielded three new interpretations of IBM's founding beliefs: dedication to every client's success, innovation that matters for the company and world, and trust and personal responsibility in all relationships. These values became "IBM's mission as an enterprise"-not merely supporting elements but the essence of the IBM brand itself.
True cultural change only occurs when all employees use brand values to inform their daily behaviors. This isn't about "invertising"-treating employees as passive audiences expected to buy what leadership is selling. It's about solving the "head + heart + hands and feet" problem: employees need to know values intellectually, feel inspired by them emotionally, and put them into action behaviorally.
Method Products faced this challenge while growing rapidly. They created a "Methodology" of values including "Keep Method weird" and "What would MacGyver do?" and distributed playing card-style flash cards illustrating how values translate into specific behaviors. A comprehensive Brand Toolbox goes beyond this approach, containing the brand strategy with rationale, principles for delivering brand values at key touchpoints, sample applications, and decision guides.
Creating a Brand Toolbox is just the first step; great brands conduct hands-on Brand Engagement Sessions with interactive exercises and immersive experiences. At Sony, we held a "Being Sony" session using competitive quizzes to help salespeople understand their role in brand building. The goal is to help everyone see themselves as "brand operators" who develop and activate the brand across all activities.
Internal alignment is only part of brand building-great brands also rally external stakeholders around common cultural values. IKEA exemplifies this through "The IKEA Way" (IWAY), which extends its brand values to thousands of global suppliers with clear standards for environmental practices and working conditions.
A vibrant culture unifies and propels all stakeholders forward, but culture change hasn't truly taken root until customers feel it. With great brands, company culture and customer experience are inextricably linked. Wegmans exemplifies this approach, requiring forty hours of training for cashiers before customer interaction and sending employees on trips to see food production firsthand. This creates what President Danny Wegman calls "telepathic levels of customer service"-a competitive advantage that price-cutting rivals can't match.
Cultural change isn't optional in today's marketplace where customer expectations constantly rise and information is democratized. When you begin with culture rather than communications, you're executing your brand, not merely expressing it.
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Beyond Products: Creating Emotional Connections
Nike's "Just Do It" campaign exemplifies how great brands transcend product-focused marketing. When Nike previewed a self-congratulatory ad celebrating its role in America's fitness revolution, the reception was cold. Marketing chief Scott Bedbury realized the problem: it celebrated Nike, not the customer. The revised campaign showed diverse athletes in action with the simple tagline "Just Do It"-focusing on values and brand ethos rather than sneakers.
This counterintuitive approach-avoiding product-selling in favor of emotional connection-represents a fundamental principle of what great brands do. The campaign's success was remarkable-people were so moved they wrote to Nike sharing how the tagline inspired life changes, and some even got "Just Do It" tattoos. This demonstrates how humans make purchase decisions based on emotional connections rather than product features.
Nike's disciplined approach to linking products with emotions has been key to its success. While competitors try to beat Nike on innovation and style, Nike focuses on using athlete relationships and brand experiences to inspire customers to feel like athletes. In today's economy, the key purchase question has shifted from "What does it do?" to "How does it make me feel?"-a reality true even in B2B markets where decisions are often emotionally driven.
Pampers' transformation illustrates the power of emotional connection. Despite being Europe's top diaper brand in 1997, Pampers was losing market share to Huggies. Focus groups revealed mothers cared less about dryness as a feature and more about their babies' overall development and well-being. This insight sparked a complete brand transformation-from renaming diaper sizes to reflect developmental stages to redesigning the physical office environment with baby-friendly colors and in-house daycare. Pampers redefined itself as a brand partnering with parents through their baby's developmental journey, launched helpful online resources, and partnered with UNICEF on vaccination campaigns. This emotional connection drove global revenue from $3.4 billion in 1997 to $10 billion by 2001.
Discovering meaningful emotional connections requires methods beyond traditional market research. Anthropological approaches like in-home visits and shop-alongs reveal customers' unspoken needs and desires. For a nutritional supplement manufacturer, observing customers at home revealed they proudly displayed product canisters on kitchen countertops as symbols of their healthy lifestyle choices. This insight led to packaging redesigns emphasizing simplicity and display-worthiness rather than cluttered nutritional information.
Great brands focus on building emotional connections rather than transactional relationships. Amazon exemplifies this approach by allowing negative customer reviews and selling Kindle Fire devices at a loss-sacrificing short-term profits to build trust and emotional connection. These emotional bonds create psychological switching costs that keep customers loyal and transform them into brand evangelists who defend the brand as they would themselves-as seen when Toyota customers defended the company during recall controversies.
Emotional connections enable brands to extend beyond their original product categories. Nike has evolved from selling athletic shoes to offering digital fitness tracking through Nike+, creating immersive experiences that form deeper emotional bonds with customers. Similarly, the James Bond franchise has maintained its emotional essence while changing its lead actor seven times across fifty-one years.
Theodore Levitt's classic "Marketing Myopia" article argued that growth industries stagnate not because markets saturate but because management fails to redefine what business they're truly in. The key difference is understanding how to reframe brand identity through emotional connections, often using tools like Competitive Landscape Maps to visualize positioning and redefine what business you're really in.
Seeking emotional connections takes you from differentiating your offering to profiting from long-term relationships to successfully extending into new categories, and ultimately to creating new businesses. That's why great brands avoid selling products.
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Ignoring Trends: Creating Your Own Future
When Oprah Winfrey ended her popular TV show in 2011, her brand stood out not for what she did but for what she chose not to do. Unlike other talk show hosts, she ended her show while still successful. Unlike Martha Stewart, she never took her production holdings public or licensed her name for products. As Anna Wintour noted, "If you are out to build a brand, you have to know what is real and right for you." Oprah ignored nearly all the trends in her field and created her own movement.
Despite the temptation to follow trends for fear of being left behind, trend-following is actually the riskier approach. An "-er position" subordinates your brand, suggesting only comparative value rather than inherent worth. Your proposition becomes "just as good as Brand X, but _____-er," tying your brand value to someone else's products and putting you under constant pressure to introduce new products on their timeline.
Chipotle became a great brand by challenging every fast-food industry trend. While competitors focused on reduced prices and expanded menus, founder Steve Ells created a "fast casual" restaurant offering higher quality food at higher prices. Against industry wisdom, Chipotle uses only fresh ingredients (no freezers), hand-cuts vegetables for better taste, pays employees more while dismissing mediocre performers, and spends more on ingredients than payroll. Chipotle has become the trendsetter that others now emulate, with Ells recognized as a "Fast Food Revolutionary" for focusing on food "with integrity."
Resisting price competition is particularly critical for premium brands. During the 2008-2009 recession, Tiffany & Co. quietly reduced engagement ring prices by 10% without advertising "sales" that might damage their brand, while competitors like Saks held massive 70% off sales. Tiffany's CEO Michael Kowalski prioritized "maintaining the long-term value of the enterprise" despite short-term costs, resulting in double-digit growth over the following decade.
Great brand managers don't reactively jump on bandwagons; they identify powerful ideas on the horizon and discover ways to advance them. Starbucks exemplifies this approach-from its inception, it was about more than coffee. CEO Howard Schultz responded to increasing isolation in American society by introducing Italian coffeehouse culture, designing shops as "third places" outside home and work to foster casual social interaction.
To identify emerging powerful ideas, great brands employ three key strategies: Scanning-continuously monitoring media, cultural developments, and brands across categories to detect meaningful patterns; Listening-using social networks to understand not just what's trending but who drives discussions and why; and Forecasting-examining trend services and innovations outside your category that might influence customers.
When internal brand culture connects with external cultural movements, the business impact becomes exponential. In 2006, Chipotle's commitment to sustainable food sources aligned perfectly with America's growing consciousness about food origins-transforming the company from just a business into a force for change. Strong internal cultures naturally birth movements that can intersect powerfully with external cultural trends.
Every company chooses whether to be a great brand or an "-er brand." Great brands ignore trends because they refuse to surrender their company culture and emotional customer connections to marketplace whims. By challenging trends and starting movements of their own, they create more opportunities for customer engagement.
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Magnetic Attraction: Finding Your Ideal Customers
Great brands attract rather than chase customers by expressing certainty about who they are. Like Lululemon, they deliver superior customer experiences without trying too hard to please everyone. These brands actively segment markets to find customers with natural brand affinity, reinforcing their identity while developing tailored products and services.
Rather than casting too wide a marketing net, great brands like Lululemon shape consumer expectations around their goals and invite like-minded customers to engage on their distinctive terms. Lululemon conditions customers to buy at full price with its "scarcity model," putting brand cachet ahead of mass popularity. Their strict return policy and no-discount approach reinforce their luxury positioning.
While many marketers dilute messages to avoid seeming exclusionary, sharply focused brands attract attention like lighthouses. Adam Morgan's concept of "lighthouse brands" describes those with clear identities that project intensely, consistently attracting consumers even when they aren't looking. The Rolling Stones exemplify this approach-unlike Beatles imitators, they presented a distinct identity as "The World's Greatest Rock and Roll Band" for over forty years, creating lifetime customer value through their unwavering brand vision.
Trader Joe's stands out in the mass-appeal grocery category by knowing its customers and maintaining laser-like focus on their needs. The store creates a "cultural experience" by combining low-cost staples with exotic, affordable luxuries unavailable elsewhere. Their careful site selection based on both demographics and psychographics (like cooking magazine subscriptions) helps them target ideal customers who appreciate their unique offering.
True customer-centricity isn't about pleasing everyone. Great brands understand that attempting across-the-board excellence in customer service risks withholding exceptional treatment from their most loyal customers. Without a strong sense of self, brands don't inspire respect. Great brands like Lululemon (never holding sales) and Trader Joe's (no coupons or loyalty cards) focus only on their ideal customers.
Red Bull exemplifies a brand that knows exactly who matters to its success. Despite taste tests concluding "No other new product has failed this convincingly," founder Dietrich Mateschitz understood taste was "of no importance whatsoever" compared to improving physical performance and emotional status. Red Bull deliberately cultivated a polarizing brand personality, even nurturing rumors about harmful ingredients, because Mateschitz believed it was more "dangerous" to generate no interest.
The most effective customer strategies integrate brand identity and engage the brand-as-business approach. To establish meaningful brand differentiation beyond price, pursue one or more of three strategies: Be first (create market leadership through innovation), Own an attribute (identify and dominate a brand attribute competitors aren't addressing), or Specialize (become an expert for a specific target market).
When a running shoe company aimed to double sales in five years, they needed to clarify their brand platform internally to maintain consistency during growth. They positioned their brand on "fit"-both rational (technical design) and emotional (styling and coolness)-with the competitive positioning: "Only we design performance solutions that fit athletes who are confident in themselves and are driven to achieve." This platform guided all business strategies, from visual communication to product design.
Brand managers who chase customers risk driving down profits and blurring brand messages, often prioritizing non-loyal customers over true fans. Great brands like Lululemon, American Express, and the Rolling Stones share a clear self-vision with internal cultures strong enough to resist temptations to stray. As Richard Branson explains, "Our customers and investors relate to us more as an idea or philosophy than as a company. We offer the Virgin experience, and make sure it is consistent across all sectors."
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Sweating the Small Stuff: Designing Memorable Experiences
Great brands view every consumer contact as an opportunity to either enhance or undermine brand value. While thinking big, they never neglect the small details, knowing that personal interactions communicate more powerfully than mass media messages. P&G exemplifies this principle with their focus on the "First Moment of Truth" (FMOT)-the crucial three to seven seconds when a shopper notices a product on a shelf.
Great brands communicate first through product and packaging design, creating immediate personal impact and emotional connections with customers. Steve Jobs credited early Apple investor Mike Markkula with teaching him that "people do judge a book by its cover." Apple's lead designer Jony Ive noted their attention to packaging: "You design a ritual of unpacking to make the product feel special. Packaging can be theater, it can create a story."
The most memorable brand experiences come from thoughtful design choices that engage multiple senses. Brick-and-mortar brands leverage sensory details like Starwood Hotels' distinctive scents for each brand, H&R Block's anxiety-reducing coffee aroma, and Williams-Sonoma's cooking demonstrations. Trader Joe's creates a complete brand world through wooden display cases, hand-drawn signs, and Hawaiian-shirted employees that bring its quirky personality to life.
REI transformed from product-driven to market-driven by designing stores that embody outdoor adventure through climbing walls, walk-in freezers for testing gear, and areas for trying equipment. Their Manhattan store in the historic Puck Building demonstrates brand authenticity by preserving original materials, displaying vintage machinery, and etching topographical maps on glass railings. As former CEO Sally Jewell explained, "Our interest in stewardship of the land is reflected in the way we have taken stewardship of the store."
Great brands are intentional, not obsessive, about details. They meticulously design brand touchpoints because that's how vision translates into customer reality. Yet most executives underestimate experience's importance-a Prophet study found only 13% believe purchase experience drives brand equity, while 36% prioritize product quality. Executives often need firsthand experience to understand these gaps-like restaurant executives visiting their own restrooms or CEOs calling their own customer service lines.
Chick-fil-A's "Second Mile Service" program elevates customer service to religious heights, referencing the Biblical counsel to "go two miles" when compelled to go one. Employees respond with "my pleasure" rather than "you're welcome," roam dining rooms offering drink refills, and fold toilet paper corners in restrooms. The company invests over $1 million annually in quarterly research giving each restaurant detailed performance reports against brand standards.
The Brand Touchpoint Wheel is a powerful tool for mapping all customer interactions with your brand. To create one, assemble a cross-functional team to audit all touchpoints before, during, and after purchase, plus corporate touchpoints. Map internal departments responsible for each touchpoint, then create a visual wheel with your brand at center, touchpoints on the rim, and responsible groups as connecting spokes.
While customers expect seamless brand experiences, organizational silos often create disconnected touchpoints. Great brands like REI work to close this gap by aligning experiences across channels. Today's consumers expect consistent pricing, inventory access, and cross-channel services like in-store pickup of online orders. REI's success stems from brand clarity shared by all employees, with vice president Kevin Hagen explaining: "The focus on mission allows the whole organization to have a commitment to the customer and to the outdoors. That is the crux, the center of our experience."
Singapore Airlines exemplifies how a great brand operationalizes its values through meticulous attention to detail. Consistently rated as Travel+Leisure's top airline for seventeen consecutive years while maintaining profitability, SIA has achieved what many consider impossible: leadership in both innovation and service excellence while maintaining cost efficiency. Their iconic "Singapore Girls" undergo fifteen weeks of rigorous training-nearly twice the industry average-and follow exacting standards for appearance, movement, and even transportation.
Zappos extends Singapore Airlines' philosophy by designing its entire organization around brand values. Unlike most call centers, Zappos doesn't track customer call times or use commissioned sales, freeing representatives to spend unlimited time ensuring customer satisfaction. If a product is out of stock, reps will even research competing websites to help customers find what they need elsewhere-all in service of their number one brand value: "Deliver WOW through service."
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Unwavering Commitment: Preserving Brand Integrity
Great brands drill down to their absolute aspirations and lock them in, executing relentlessly so customers learn exactly what the brand stands for and trust it will deliver. Shake Shack exemplifies this principle-despite opportunities for lucrative catering and food trucks, CEO Randy Garutti rejects these options when they don't align with the core experience. Even after purchasing a food truck, they "scrapped the idea and ate the investment" because it wouldn't deliver the quality experience they demand.
Jim Collins's research reveals that visionary companies share a common feature: a core ideology that serves as "the glue that holds an organization together" through growth and change. This brand essence functions as a filter for decision-making about opportunities. Vanguard Group demonstrates how commitment to core principles can protect a brand during market turbulence. When analyst Mabel Yu refused to buy mortgage-backed securities before the 2009 housing collapse because she couldn't get satisfactory risk explanations, she saved investors millions. Vanguard's culture encourages dissent when it supports their brand promise to invest client money wisely at the lowest cost.
The difference between what your brand is able to do versus what it was made to do represents the crucial distinction that drives focus. Great brands examine their founders' original intentions and consider what will remain timeless about their appeal. Amazon's Jeff Bezos practices this by asking "What's not going to change over the next 10 years?" focusing on fundamental customer needs rather than transitory competition.
Growth often disguises brand cannibalization, as demonstrated by Krispy Kreme's expansion that ultimately damaged its fresh, hot-doughnut experience. Companies frequently sacrifice quality through small compromises that collectively degrade the customer experience-ingredient changes, modified facilities, or lowered hiring standards. Executive pressure to continuously introduce new products and expand into new markets leads to mixed messages and confused customers.
Organizations commonly focus on technology, sales, distribution, marketing, or customers-yet each approach proves inadequate alone. If conventional wisdom about business focus is inadequate, the solution is brand focus as the sole organizational priority. When stakeholders share brand understanding and use the brand platform for decision-making, efforts remain aligned despite changing trends. Shake Shack exemplifies this approach-growth isn't pursued for short-term revenue but subordinated to brand integrity. CEO Randy Garutti believes "the bigger we get, the smaller we have to act," and expansion decisions are driven by leadership development rather than market opportunity.
Creating and sustaining a great brand demands sacrifice-even of sacred cows like short-term profit and growth. Great brands defy conventional wisdom to preserve their defining values, focusing instead on long-term brand image and customer trust. Southwest Airlines exemplifies this approach, challenging industry conventions by occupying the difficult niche of short-haul flights and skipping premium-class seating, yet becoming one of the most profitable airlines.
Long-term commitment is essential to realizing the benefits of brand sacrifices. Great brands lock in their priorities for the long haul, making their value propositions unmistakable by putting their brands in the driver's seat of their organizations. The Container Store demonstrates this paradox-by committing to its seven Foundation Principles rather than thick rulebooks, it empowers employees with greater latitude while maintaining brand consistency. This long-term commitment has driven the Container Store to $700 million in sales by 2012, while competitors who tried to undercut on price have failed.
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Creating Shared Value: Beyond "Giving Back"
Patagonia boldly challenged conventional retail wisdom with its 2012 Black Friday "DON'T BUY THIS JACKET" New York Times advertisement. Rather than pushing holiday sales, the company encouraged consumers to consider the environmental impact of consumerism and launched its "Common Threads Initiative"-promising to repair damaged products and help customers resell used items through a special eBay program. This wasn't a marketing gimmick but an authentic extension of the company's values and employee lifestyle, inviting customers to join their sustainability commitment.
Consumers increasingly demand that companies integrate social responsibility throughout their operations rather than making isolated charitable gestures. Research shows corporate responsibility factors now outweigh traditional considerations like product quality when consumers form opinions about companies. The percentage of people prioritizing corporate responsibility in purchasing decisions has doubled in five years, with 73% willing to switch brands to support good causes.
Great brands are replacing traditional corporate social responsibility (CSR) with creating shared value (CSV)-aligning social efforts with business strategies to benefit multiple stakeholders simultaneously. Starbucks' "Create Jobs for USA" program exemplifies this approach by financing undercapitalized community businesses, authentically expressing the company's reliance on local communities while advancing its mission to nurture the human spirit. Unlike "giving back," which implies taking something that requires restitution, great brands create value for all stakeholders through their core operations.
The Level 5 Relevance framework helps organizations create shared value across their enterprise through progressively meaningful social engagement. The five levels include: Industry Relevance (engaging with industry-aligned causes like restaurants fighting childhood obesity); Community Relevance (like Captain D's mobile kitchen serving disaster victims); Target Relevance (like McDonald's Ronald McDonald House serving families); Brand Positioning Relevance (like Chipotle's Veggie U program supporting its "Food with Integrity" platform); and Values Relevance (like Shake Shack's hearing accessibility initiatives reflecting its hospitality value).
Firehouse Subs' journey exemplifies achieving Level 5 Relevance. Founded by firefighting brothers, the company evolved from supporting random charities to creating the Public Safety Foundation that aligns perfectly with their brand heritage. This commitment drove impressive business results-35% sales growth and nearly 100 new stores in 2012, with restaurants most engaged in foundation activities generating 27.8% higher sales than less engaged locations.
A new generation of startups is building social relevance into their DNA from inception, designing business models where doing good and doing well are completely interdependent. UK smoothie-maker Innocent Drinks exemplifies this approach with its mission to become "The Earth's favourite little food company." Founder Richard Reed explains this vision "encapsulates both the scale of ambition and the fact that our business has to be done in conjunction with Mother Nature, not at her expense."
GE's Ecomagination initiative demonstrates how major companies can drive growth through social strategy. Launched in 2005 by CEO Jeffrey Immelt, the program connects doing good with doing well by developing products that address environmental challenges while creating business value. The 2010 "Ecomagination Challenge" invited global submissions for power innovation, resulting in $134 million invested in twenty-two ventures and building an engaged online community of seventy-four thousand visitors.
Great brands inspire widespread change beyond their own operations. Patagonia's founder Yvon Chouinard uses his company as "a resource to do something good," partnering with unlikely allies like Walmart to create the Sustainable Apparel Coalition that includes brands like Levi Strauss, Gap, and Nike to develop environmentally responsible clothing production standards.
IKEA's mission has always been to improve people's lives through accessible home furnishings. The company designs with low prices as its core principle-not just for competitive advantage but to fulfill its mission of widespread accessibility. Unlike most retailers who use design to justify higher prices, IKEA designers start with functional needs and target prices, then leverage innovative manufacturing processes to create affordable products.
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Brand as Business: The Eighth Principle
The eighth principle-"Great Brands Do Brand as Business"-weaves together all seven previous principles into a cohesive management approach. What truly separates great brands from merely good ones is complete implementation of all seven principles as an integrated whole. Rather than cherry-picking the most appealing principles, brands must recognize how each principle supports and necessitates the others.
The brand-as-business approach follows a progressive three-step framework: Culture (starting inside with a vibrant foundation), Planning (making strategic choices about what business you're in, ignoring trends, and not chasing customers), and Execution (sweating the small stuff, staying committed, and creating shared value). This holistic progression-from beliefs to strategic choices to high-level engagement-maximizes the power of brand building.
Today's consumers see through brand facades, trusting personal experience over corporate messaging. Traditional branding activities like logo refreshes and advertising campaigns are declining in value. Real brand value comes from operationalizing your brand-making it a promise delivered, not just declared.
Great brands use brand as business to create value in four ways: exposing growth opportunities by reframing what business they're in (like Zappos expanding beyond shoes); shaping business objectives using brand positioning to evaluate performance; creating unified teams by using brand values in HR practices; and connecting employees' daily activities to the bigger picture, as Sharp Healthcare does with its All-Staff Assembly to deliver "the Sharp Experience."
Brand as business offers solutions to common business challenges: slow growth (creating customer pull through emotional connections); competitive threats (developing differentiators that transcend price wars); resource constraints (focusing on delivering value to ideal customers); inconsistent experiences (aligning all touchpoints); innovation challenges (developing proprietary customer insights); customer prioritization (using brand-based criteria); social media concerns (eliminating say-do gaps); low morale (giving work meaningful purpose); opportunity evaluation (using brand platforms as decision tools); vision alignment (developing shared brand understanding); market misperceptions (starting with internal clarity); and future uncertainty (replacing rigid planning with shared values and brand understanding).
Brand as business isn't business as usual. Leaders must explicitly adopt their brand as the driver of every aspect of business, shifting from strategy to orchestration. Your brand is no longer an experience mediated through messaging and marketing communications-it's the experience actually delivered through everything you do, every day, around the clock. That's what great brands do.
