Brands and Rousers Bonus Chapter

Brands&Rousers

Covadonga O'Shea

LONDON NEW YORK

MADRID BARCELONA

MEXICO CITY MONTERREY

BOGOTÁ BUENOS AIRES

Brands&Rousers

THE HOLISTIC SYSTEM TO FOSTER HIGH-PERFORMING BUSINESSES,

BRANDS AND CAREERS

Luis Gallardo

Published byLID Publishing Inc.420 Round Hill Rd. Greenwich,Connecticut 06831, USAPh. +1 (203) 979 [email protected]

All rights reserved. Without limiting the rights under copyright reserved, no part of this publication may be reproduced, stored or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise) without the prior written permission of both the copyright owners and the publisher of this book.

© Luis Gallardo, 2012© LID Publishing Inc, 2012

Printed in the USA

ISBN: 978-0-9852-8640-8Collection editor: Jeanne BrackenEditing: Laurie PriceCover design & typesetting: Carlos Martinez Onaindia / Aurelio Burgueño TorresCover image: [Multicolored splashes] © alenchi / iStockphoto.com

First edition: October 2012

A member of:

Business Publishers Roundtable.com

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The New CXOs

Bonus Chapter

If you thought predicting the future was difficult, try ignoring it.

We often hear from senior executives and leaders that “change is the only constant” – both an irony and something that is plainly inaccurate. Clearly, change is relentless and, more increasingly, fast and far-reaching, but it is not the only constant. For example, here’s another one: human nature. This constant makes us averse to risk: often conservative, concerned and eager to avoid the unknown. This means that while ‘change’ reshapes the world around us, usually in profound and incredible ways, we are prone to making two mistakes (another constant).

“THERE ARE TWO THINGS WE CAN SAY FOR CERTAIN ABOUT THE FUTURE: IT WILL BE DIFFERENT AND IT

WILL SURPRISE. GIVEN THE COMPETITIVENESS

OF GLOBAL AND LOCAL MARKETS, THE

PACE OF CHANGE IN BUSINESS AND THE

SUDDEN EMERGENCE OF UNPRECEDENTED

CHALLENGES AND OPPORTUNITIES, THERE

IS AN OVERRIDING NEED FOR LEADERSHIP THAT IS FLEXIBLE, CAPABLE AND

DYNAMIC.”

Bonus Chapter | The New CXOs

We often fail to think deeply enough about the implications of the changes that are taking place, and we inevitably fail to do anything.

This article explains why a new attitude is needed among business leaders. This is vital not only because of the ‘external’ changes shaping the world in which we live, but also because of the need to understand the big picture and balance this with a practical, execution-oriented approach that reflects the desire for strong, capable leadership. In other words, leaders need to think holistically but act personally; that will be a vital characteristic for tomorrow’s executives. Making this a reality will require organizations to refocus their approach. In particular, this situation will change the C-Suite and lead to the rise of the new CXOs.

SO WHAT’S CHANGING? In recent decades, several themes have shaped business life as

a whole and executives’ thinking in particular. These issues include the rise of technology and its impact on what customers want and what business can achieve. Interestingly, history suggests that the impact of technology is often overestimated in the short-term and underestimated in the long-term. The rise of globalization is another recurring theme, highlighted by the value in being both global and local. Closely linked with globalization is the need to appreciate difference and the implications of diversity, an issue long recognized by business executives and reflected in the concept of segmentation.

Another constant theme is the desire among customers, employees, shareholders and societies for an ethical approach to business with greater social awareness and responsibility. Crucially, the need for an ethical approach resembles the need for a clear customer focus: it has to be genuine and felt throughout the organization. The understanding of behavior, people and relationships is now an established mainstay of modern business and is an area that has grown rapidly in credibility. Issues of trust, engagement, loyalty and connection have become increasingly relevant. Managing for the long-term as well as the short-term is are other recurring

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themes. The case for developing relationships with customers and greater shareholder value through intangible assets (such as brands) is nothing new, but it has grown in relevance in the 21st century.

These inexorable shifts in business are clearly significant, but change is taking place in other areas as well, ranging from economic and politics to society and attitudes about the future. Of all the changes that are taking place, perhaps the one with the most significant implications for the future – and certainly the most striking – is the world’s changing demography. At the time of Christ, the global population has been estimated at being around 150 million people, and it didn’t reach one billion until around 1800. By 1900 it had grown to 1.6 billion, and by 2000 it had almost quadrupled to 6.1 billion. Incredibly, by 2011 it had reached 7 billion. In other words, in the 12 years from 2000 to 2011, global population rose by 900 million; a figure that is more than the entire global growth in population from the time of Christ to the year 1800. These changes combine with a significant decline in mortality, increased international migration and the growth of urbanization.

In addition, the composition of households and family structures is changing in the developing world, with the result being that the influence of women is increasing and consumption patterns are

“TO SUCCEED, LEADERS NEED TO THINK

HOLISTICALLY BUT ACT PERSONALLY. IT IS THIS

BALANCE BETWEEN STRATEGY AND TACTICS,

BIG PICTURE AND DETAIL, PLANNING

AND ACTION, CORPORATE DIRECTION

AND PERSONAL RESPONSIBILITY, THAT

HELPS TO ENSURE PROGRESS FOR THE

ORGANIZATION. IN PRACTICE, THIS

MEANS SUCCEEDING IN SIX BROAD AREAS:

LEADING WITH A PURPOSE AND REASON,

GENERATING AND MAXIMIZING REVENUES,

ROUSING PEOPLE AND DREAMS, BUILDING

RELATIONSHIPS, MAXIMIZING A STRONG

REPUTATION AND BECOMING MORE

RESILIENT.”


changing. The trend is for future populations to be older, and this will have considerable implications for businesses and governments. As if that isn’t enough, urbanization is spreading like wildfire and in 2006, for the first time, the world’s urban population exceeded its rural population.

Other forces shaping the future include:

• Tribalism, an ever-present aspect of the human conditionthat cannot be ignored. We need to recognize the implications of this and adapt our businesses accordingly.

• Theuniversalismand interconnectedness that ispresent inmany societies affects our response to sudden changes. For example, a sudden event or disaster such as a tsunami in Japan or a virus outbreak in Hong Kong could easily move markets and swiftly impact other issues, such as exchange rates, legal requirements and consumer spending.

• The twin forces of globalization and technologicaldevelopment will mean the emergence of mass market services and pressures on existing business models. This can either be viewed as a threat (to old ways of working) or, more likely, as an opportunity to develop new business models, markets and products.

• Radicalism – new political forces and issues are affectingour society. This is demonstrated by the rise of ‘single issue’ activists – and for these single issues to drive greater regulation. Standards and expectations are changing fast and what will matter is not simply compliance, but rather an approach that is genuine, trusted and open.

The consequences of all these changes cannot be ignored. For many reasons, the only thing companies can be sure of is that things will change quickly. Adaptable processes and a flexible strategy will become the basic, essential requirements for successful businesses of future. It is in navigating this new, volatile business world that fortunes will be made or lost.

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THE PROBLEMS WITH ORGANIZATIONAL STRUCTURE

The conventional structure of our organizations and management teams was well-suited to many of the challenges of the 20th century. For example, a focus was needed on marketing and customer service, so appoint a chief marketing officer. Financial skills and management expertise are clearly vital, hence the rise of the chief financial officer. When it comes to the black art of managing people, the chief people officer (HR Director) has responsibility.

However, this approach has always had one major flaw; and now it has another.

The perennial problem is that the responsibility for delivering for customers doesn’t reside with one individual, the chief marketing officer, or even one department; it works best when everyone works in service of current and potential clients. Similarly, when managing people or finance, having the right skills in one place is great, but these advantages are outweighed by the benefits of having everyone be accountable for these issues. Or, to put it another way, the mere presence of a CFO means that some people can choose to neglect their financial responsibilities, safe in the knowledge that the CFO and their team will provide cover.

There is another problem with this approach that has been present for a while, and has now become acute. Appointing a CFO, CMO, COO or any of the conventional C-Suite members is too internally focused and, crucially, fails to take account of the changes that are now, more than ever, require the need to:

• Thinkholisticallyandrecognizethatissuescutacrossthesefunctions.

• Act personally and take responsibility for improving theorganization and delivering its strategy or goals.

• Refocuseveryoneintheorganizationonsixvitalissues:the6Rs.


The roles of the new CXOs are to focus themselves, the organization and you on the 6Rs.

REASON (THE CHIEF REASON OFFICER)

There is a very good reason why we start with Reason: it underpins everything else – all activities, all strategies, customer loyalty, how stakeholders view us and employee engagement. Our values and purpose should permeate the organization. Employee engagement depends on it and your company’s reputation lives or dies because of it. The reach of your purpose and corporate values is immense, and they have the power to deliver profitable growth or ignominious demise. Customers, employees, investors and other stakeholders will assess what you are offering and judge you accordingly.

Companies need to encourage participation among employees and current and potential customers. This will help to secure employee commitment and generate the innovative ideas that could take your company further. Given the impact of your motives on reputation, you should make sure that everything your company does, accurately portrays your company in the ways that you want. Reason is the spark that ignites all other activities.

The intentions and values of a company must be defined clearly. These values and purpose must be communicated to employees in order to gain commitment and ensure your people know they are an important part of the company and its success relies on them. Everyone, at every level, must understand the company’s vision and mission. The chief reason officer’s priority is to gain commitment for the company’s values. When the intention of a company is shared by its workers, their commitment will go a long way to achieving those objectives. To do this, it is useful to encourage participation and actively seek the opinions and new ideas of your employees at all levels. Motivation strategies and compensation, such as economic incentives, recognition or promotion, will also secure commitment.

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REVENUE (CHIEF REVENUE OFFICER)Nothing else the business does will matter if revenue is not

put front and center in business plans and operations. All business leaders know that generating, maintaining and protecting revenue streams lies at the heart of strategy. This is easier said than done, as the difficulty lies in knowing how to achieve these goals. The six million dollar question is: how can we make sure that revenue enables growth? The answer is look to the 6Rs: revenue supports company goals but how we execute policy, operations and strategy will affect the level of revenue.

Adding value and increasing revenue depend on our ability to adapt to changing circumstances – any company enduring the tumult of the past few years will appreciate this basic, if unwelcome, fact. The unprepared will struggle to survive because business-as-usual is now a fossilized concept. By the same token, companies that are alert to signs of change will be able to respond and adapt to current and potential future changes, and gain the necessary competitive advantage to secure revenues for further growth. Revenue is a factor that must be seen in terms of both the present and the future – also, a company’s reputation from the past will undoubtedly impact its revenue in other time frames.

Looking to the future is the key to revenue: it is a world of opportunities and threats; it provides the stage upon which we can act out our hopes. We need to perceive signs of change and identify trends, in order to take control of our future. This often demands a break from the past, since what worked in the past may not apply today and will almost certainly not apply in the future. Far from allowing fate to be forced upon you, increasing revenue is a question of market awareness, skilled entrepreneurship and self-determination. Taking control is essential, and it requires fact finding, fine-tuning the company’s approach and winning the support of others in the company. Essentially, companies aim to lead change rather than follow it. To do this, we need to re-examine the factors that affect revenue.


ROUSER (CHIEF ROUSER)Being a rouser means inspiring, motivating, and gaining the

commitment of people for the company’s mission and objectives. It lies at the heart of leadership because it is about bringing people along with you to achieve the company’s goals. Rousers create a positive business environment where people feel empowered and consequently, work well together, supporting each other. This is particularly important during periods of change or when facing difficulties. By bringing people along with them, rousers strengthen the company’s ability to forge a successful future. In turbulent times with such rapidly-changing markets, this is more important than ever.

So, what do rousers do and how can they increase commitment to their plans? The answer is that they succeed in several areas.

• Focusonachievingresults

• Engageothersandgaincommitmenttoachievingcommonobjectives

• Increasethecompany’sabilitytoadapt

• Instillaninnovativeapproach

Rousers are not only innovative themselves: they also encourage others to be innovative. This means keeping an eye on what is happening in the business environment and the world at large. It also involves looking to the future, anticipating trends and identifying and creating opportunities to help the company achieve future success.

REPUTATION (CHIEF REPUTATION OFFICER)

Reputation is an issue that applies both internally – within the organization – and externally. What employees think of the company influences their level of motivation, engagement and commitment.

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Externally, your reputation among customers, suppliers, retailers, the media and government and public bodies will all affect both short-term and long-term profitability. Factors that come into play include: people’s perception of your products and services, the company’s perceived ‘trajectory’ (whether it is felt to be going in the right direction), word-of-mouth, as well as other sources of influence and information. An excellent reputation provides the organization with considerable competitive advantage since it strongly influences customers’ preferences. In addition, a strong reputation increases the value of shares and the firm’s appeal to investors.

Although a reputation can remain fairly consistent, an organization can have different reputations among different segments or groups. The task of the chief reputation officer is to help these different groups understand the organization, and that should, in turn, enhance its reputation. These different groups include:

• Employees

• Clients

• Investors

• Opinionleaders

In the words of the legendary investor Warren Buffett, “It takes twenty years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.” This is never more true than in the case of opinion formers and influencers. Given their powerful position to influence others, it is essential that an organization maintains a good reputation with them.

RELATIONSHIPS (CHIEF RELATIONSHIPS OFFICER)

All business relationships, both internal and external, are connected with each other. The quality of relationships is a very


real company asset and strengthening them is the priority for the chief relationships officer. The learning, generation of knowledge, improvements, and innovations that result from good relationships all contribute to the bottom line.

Internal relations take place between people at all levels in the company. When there is rapport, trust and agreement among employers and employees, it improves the quality of internal relationships and increases the flow of communication.

External relations, including those among clients, suppliers, public and governmental bodies, shareholders, influencers and the media, help in creating and disseminating knowledge, detecting new opportunities, sparking innovation, improving products and reputation, and for building customer loyalty. Relations can take place at the institutional and group level and they often operate at the person-to-person level as well. This relationship capital considerably increases the value of the company.

RESILIENCE (CHIEF RESILIENCE OFFICER)

Resilience is the capacity of an organization to respond quickly and effectively to opportunities, threats and changes. Ideally, resilience enables a company to take control and direct its future before problems occur. Learning is a key part of resilience, since lessons learned from experiencing difficulties will strengthen your company’s ability to tackle future problems. Resilience needs to be instilled throughout the organization from its culture and capabilities to its operational decisions and strategic development. That is the task for the chief resilience officer.

Resilience is vital for adaptability, agility and reinvention. It is now an essential part of business strategy and operations. Adaptability is a major consideration, because the world is an unpredictable and changeable place. Companies need to evaluate their capabilities and

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address any weaknesses. They need to prepare and be ready to take advantage of opportunities and at the same time, insulate themselves from shocks.

Leaders need huge reserves of energy and determination; they need to be able to stay calm, focused, positive and goal oriented, and they need to be challenging, forward thinking, open to new ideas and innovative – and these are the attributes they should encourage in others. The problems that companies face are way beyond the remit of a single individual, thereby making teamwork and collaboration particularly important. Without question, experience is the best teacher. Anyone who has gone through difficulties can assume this very steep learning curve and apply it to future situations. Given the magnitude of problems that you can be faced with, a key part of resilience is having confidence in your abilities.

Strong corporate values make a huge difference to a company’s resilience because they are the building blocks of rallying people to the same cause and drawing people together during times of change. Boldness and imagination are also required attributes. Awareness of what is happening in the markets is essential since action is often time sensitive – and slow responders can be severely punished. However, it is also important to remember that resilience includes the potential to make a comeback even when the odds are against you or when you have been slow on the uptake. This is when having a mindset of ‘never say never’ is useful. If you are determined, it can be possible to turn situations around. As we shall see, and as Archimedes intimated, it is all a question of leveraging the right things to obtain the desired result. And this leads us to the most basic realization: the main source of resilience is people. People are the reason companies succeed: get that right and you will weather any storm that comes your way.

Two key questions can be used to evaluate an organization’s resilience:

• Aretherightprocedures inplacebeforepotentialproblemsmight occur?

• Doyouhaveaculturethatemphasizesovercomingproblemsand making continuous improvement?


THE 6RS

Reason is the most fundamental part of any organization. Why all the other Rs must come together in pursuit of Reason and why this R supports all the others is understandable: it is the raison d’être, the very soul of a company, without which the company would be directionless. Clearly, this matters enormously. Everything springs from intention – it sets the tone for the whole business.

Revenues are the financial capital of a company, including its portfolio of clients. To improve this portfolio and increase income, the other variables in our 6R list must work together, mutually reinforcing each other.

Rouser involves being goal oriented, committed to common objectives, being adaptable, innovative and seeking the opinions of others. It requires inner strength and promoting this strength in others.

Reputation operates at an internal level, affecting your own people, as well as externally (affecting clients, investors, opinion leaders and others). Clearly, internal reputation is affected by (and also affects) the other Rs.

Relationships are divided into internal and external relations. In addition to affecting the other Rs, they affect each other. For example, customer perceptions of a company motivate employees, engaging employees to improve the service to customers.

Resilience has to be a total, company-wide activity, which means that it calls on capabilities in all aspects of the business. Resilience should operate at a personal, team, and company level that requires all 6Rs to support each other. When all 6Rs work well together, not only is a company ideally placed to cope with problems, it is in a position to fix things before they actually break, circumvent threats and take advantage of opportunities.

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HOW THE NEW CXOs WILL SUCCEEDIn most organizations, people wish to leave it better than

when they arrived: they aspire to deliver quality as well as achieve recognition and reward. This should come as no surprise; after all, very few successful people are content to simply work on a pointless endeavour for long.

The challenge, therefore, is to help people find meaning in their work: the element that they value and enjoy as well as the recognition of where they fit within the organization’s work. The 6Rs provide a great framework for this: they can help people understand what they do, why and its wider impact and benefit. They can connect with other people, both inside and outside the organization, and work with a common purpose.

Change is one constant among several, and change now needs to be re-evaluated in relation to the way we manage our organizations. Because if you thought predicting the future was difficult, try ignoring it.

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I invite you to share and write your own view of Brands & Rousers by visiting www.BrandsRousers.com. The website serves as a platform in which best practices can be shared among communication and marketing experts, strategic concepts can be discussed and new ideas can catch fire.

You can contact me on twitter: @lgallardo

I look forward to hearing from you soon.

Luis Gallardo

Final Thought

THE HOLISTIC SYSTEM TO FOSTER HIGH-PERFORMING BUSINESSES, BRANDS AND CAREERS

How is it that some brands and companies manage to last decades, fending off crises and turbulence and continuing to prosper, while others fail? What does it take to achieve sustainable value and success?

Luis Gallardo argues that executives and managers not only have to think holistically – in terms of strategy, structure and operations – but also act personally – to become “rousers” – if they are to succeed in these ever-changing times. As a manager, you have to engage people, from top to bottom, and provide an understanding of the company’s mission and brand. As well as taking a broad, systems approach, you have to rouse, ignite and excite the people in your organisation in order to make things happen. This balance between strategy and tactics, big picture and detail, planning and action, corporate direction and personal responsibility is the key to progress and resilience for your company in today’s turbulent times.

“Luis Gallardo expertly guides the reader in understanding the complexity of today’s corporate world and lucidly highlights what the roads to successful and high performance leadership involve.The author’s broad views, based on his solid knowledge as a longstanding business expert, make his book a must read for all leaders. He has made a unique and critical contribution to both the theory and practice of leadership.”

GEORGE KOHLRIESER

Professor of Leadership and Organizational Behavior at IMD and internationally bestselling author of Hostage at the Table and Care to Dare

“Building high-performing brands in today’s ever changing world becomes a huge task for global brands. Luis Gallardo has been able to develop and explain a really helpful and powerful framework to foster winning multinational businesses. A must read!”

ALFREDO GANGOTENA

Global CMO, MasterCard Worldwide

“Luis Gallardo has a rare and special understanding of how successful brands are built. He combines deep understanding of business issues with practical, action-oriented, yet highly creative strategies that bring transformational results. This book is essential reading for anyone looking to make headway in today’s business world.”

JIM PRIOR

CEO, The Partners

Luis Gallardo is a global brand and marketing leader and expert in the areas of strategic brand management, brand engagement, brand expression, marketing, communications, business development, and reputation management. Former managing director of global brand & marketing at Deloitte, Luis provided leader-ship to Deloitte’s member firm network of more than three thousand marketing and communications professionals.

Luis collaborates and teaches Reputation and Brand Management at IMD, IESE, ESADE, IE, and EOI. He is also frequently called on as a keynote speaker at numerous events around the world to discuss topics related to branding and how Think Holistic, Act Personal is the key to helping businesses succeed in today’s global economy. Luis is the founder of THAP Group, a multinational brand, communications and marketing strategy consultancy.

Luis GallardoA WHITEBOARD OVERVIEW BY

Luis Gallardo

Brands&Rousers

WHAT IT TAKES FOR MANAGERS AND COMPANIES TO SURvIvE AND SUCCEED IN TODAY’S TURBULENT TIMES

15 mm. +2 mm.+2 mm. +2 mm.+2 mm.

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Brands and Rousers Bonus Chapter