The final and maybe most important part of any brand strategy is the implementation. This is where the strategy really gets a chance to unfold – from strategic document to tangible actions.
As with all change initiatives – big as small – it is important to get the organization to support the new brand to succeed with the implementation. The big question is how to succeed with translating strategy from document to reality.
To do so, it is critical to realize and accept that building a strong brand never is a short- or long-term goal, but rather a continuous process.
t is a continuous process that demands time and resources – and that puts any business’ ability to change to the test.
One of the main reasons that few changes are firmly implemented is the lacking ability to connect the management pushing for change with the employees expected to adjust to the new reality.
That’s how few business initiating change initiatives that fully achieves their goals.
A common misunderstanding when facing the implementation of changes is that it is managed by simply integrating the key strategic messages in your communication.
Unfortunately, reality is not that simple – and that emphasizes the need to move away from the PowerPoint mentality that characterizes the most strategic processes.
To succeed with the implementation of the brand, you have to make sure that it gets under the skin of the entire organization.
The implementation takes place at two levels: Internally in the organization’s mindset – how do we act in accordance with the new brand strategy? And externally, in everything we say and do – how do we make sure that products, services, sales and marketing are aligned with our brand strategy?
the key factors separating successful changes from failed ones are highlighted. Four out of six emphasized factors are essentially rooted in the ability to communicate.
Engage
Ensure engagement across the entire organization
Support
Acquire the right qualifications (talent) and enable behavioral change
Decide
Enable concise and fast decision making (agility)
Excite
Create an inspiring future
What makes the implementation of a brand strategy successful? Having all communication aligned? Making sure your new narrative is visible on all channels and points of contact? Well, yes that is crucial elements. But in order for the strategy to support a change strategy, it must be made tangible to the employees across the organization. Simply put, the employees need to be equipped to live the strategy.
There are many ways to implement a new brand strategy in the daily work. Some utilize brand ambassadors; others work with a brand management committee. The important thing is to ensure that all elements of the brand – from purpose to values and positioning – are translated to concrete action.
If, for example, you work with OKRs (Objectives & Key Results) as a management tool, you are able to combine your values with the objectives of the business, departments or the individual employees. This provides the entire organization with the opportunity to reflect on the impact that the strategy will have on the day-to-day work – and how they each will help leveraging the strategy. A simple, yet highly effective tool for putting action behind your values, which in many cases end up going no further than print on corporate-value coffee mugs and key-hangers.
In order to deem the external implementation successful, you don’t get away with just communicating the new brand. Everything your organization says and does must be permeated by the new brand strategy. This means that the brand needs to shape and inspire everything from R&D to production, sales and marketing.
It requires focus to create a successful implementation of a new brand strategy.
Only by acting consequently and continuously according to the brand strategy, will you be able to transform the strategy from a document to tangible actions.
