Why is brand governance so important to building and creating value to a business? This framework and set of practices ensures a company’s brand is managed consistently and effectively across all aspects of the business, however there can be some challenges.

In an age of disruption, the role of Chief Marketing Officer (CMO) has been disrupted too. Now businesses are seeking flexible leadership solutions that provides access to top tier talent without the commitment (or expense) of a full-time hire.

Did you know the concept of a brand first dates back to the Ancient Egyptians? Today, the most dominant kind of branding is cultural branding—the technique of giving products deeper, more emotional associations and experiences.

In much the same vein as greenwashing, there is also a term used to describe the misuse of ‘purpose’ for commercial gain called ‘purpose-washing’.

In 2012, Instagram was purchased by Meta with zero revenue and 12 staff for US$1 billion. Why? Due to the strength of their intangible assets. In fact, the value of intangible assets has been soaring in recent years and could represent as much as 90% of the total market value of the S&P 500.

In the world of acquisitions and mergers, brand equity (the value a strong brand brings beyond tangible assets) can make a huge difference in valuation, increase appeal to buyers, and ultimately, exit success. But how do you measure brand equity - and ultimately, increase it?

Deep purpose companies are committed to both positive social impact and commercial outcomes, but also understand that they must play (and win) within the constraints of a commercial system.

Purpose is the ‘why’ that drives an organisation’s strategy, productivity, and culture. Did you know these same principles can be applied to position and strengthen your personal brand - and ultimately, your career success?

Purpose is core to driving growth organically and has been established to be a key determinant of success in inorganic growth strategy too.

It would be a tragedy if misinterpretation of definitions (aka jargon) could play a key role in us not achieving the 2030 United Nations Sustainable Development Goals (UNSDGs). Yet when it comes to the terms ‘purpose’ and ‘sustainability’, there’s often variance in how they are defined, leading to market confusion..

Creating a successful brand strategy is less about following a checklist and more akin to crafting a masterpiece. It requires creativity, discipline, and the ability to connect a brand’s deeper purpose with the realities of its market.

Creating a successful brand strategy is comparable to crafting an engaging masterpiece. It requires a distinct blend of creativity, strategic thinking, and a deep understanding of your market and audience.

Recent research from key stakeholder groups across the globe advise there’s a growing scepticism towards companies that say they are purpose driven. The issue? There’s a perceived gap between what is being stated - and what is actually being executed.

Globally, purpose now plays an integral role in the leadership framework. The role of the CEO has expanded to include driving purpose throughout the organisation and managing its performance.

Let’s call it what it is. There really is a level of ‘messiness’ to purpose in business. How can you know which companies are truly committed to their purpose, and those who are merely paying lip service to the concept, or worse?

Let’s be clear, CSR programs and purpose are different. While they both may share the intent to improve the planet, people or profit, they are not the same.

Did you know that you can’t authentically be a purpose-driven business without a robust sustainability strategy? While purpose and sustainability are not the same thing, there are clear overlaps.

Brand this, brand that, there’s a multitude of competing jargon, terms and meanings which can be both time consuming and confusing for all involved.

Across the business landscape, companies can interpret the use and application of these terms a little differently. Some may just have a purpose, some a vision statement. Some have a mission and a vision statement, some have all three.

Outside of the world of journalism we tell stories to amplify awareness, create engagement and drive commercial objectives. How is this managed ethically?