There are nine distinct types of brand identities. Each types is distinguished by two main characteristics: Point of reference (how you want customers to understand your brand), and tone and manner (how the brand usually behaves or expresses itself). If your company culture is aligned and integrated with that identity, your employees are more likely to make decisions and take actions that deliver on your brand promise.
Beginning in January 2018, the United States abandoned the trade multilateralism forged after World War II and adopted a new strategy of going it alone. Perhaps the most crucial effect for firms is uncertainty. This chart shows one aspect of uncertainty, as measured by newspaper coverage of policy-related economic uncertainty in the U.S. It peaked in August 2019, hitting a point about twice as high as any other reading in the 34 years for which data exist.
From 1948 to the mid-1970s, increases in productivity and wages went hand in hand. Then a gap opened between the two. This is in large part because instead of investing their profits in growth opportunities, corporations began using them for stock repurchases.
Leaders can build an organization capable of innovating continually over time by creating a community that is both willing and able to innovate. To be willing, the community must share a sense of purpose, values, and rules of engagement.
The agile pioneers in the tech world are years ahead of everyone else in adopting the methodology at scale. So who better to provide guidance as managers and HR leaders grapple with how to apply agile talent practices throughout their organizations? In a recent survey, thousands of software developers across many countries and industries identified their biggest obstacles in scaling and the ways they got past them.
Smart collaboration is not just a nice-to-have — it’s a strategic advantage for capturing market share. The bars show how much a sales force increased revenue per client when people worked across boundaries to sell multiple services. But the circles, which indicate how few clients were actually served by the full range, show how much upside potential still exists.
Buybacks—as well as dividends—have skyrocketed in the past 20 years. (Note that these data are for the 251 companies that were in the S&P 500 in January 2013 and were public from 1981 through 2012. Inclusion of firms that went public after 1981, such as Microsoft, Cisco, Amgen, Oracle, and Dell, would make the increase in buybacks even more marked.) Though executives say they repurchase only undervalued stocks, buybacks increased when the stock market boomed, casting doubt on that claim.
Marketing’s focus has shifted from appealing to the mass-market in the 1960s to customer loyalty in the 2010s. The next stage will prioritize relevance: serving a customer’s most important needs in the moment. Consumer research shows that in the U.S. market alone, companies are already losing $1 trillion in annual revenues to their competitors because they are not consistently relevant enough.