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Our Perspective

What this means for leaders navigating growth, change or transformation in their organisation.

The Real Misalignment

Most organisations don’t lack a brand; they lack a way for brand to referee daily trade-offs. When campaigns say one thing and operations optimise for another, decisions default to speed, not intent. That’s when offers become harder to defend, delivery patterns diverge by region, and negotiations drift towards price, not value.

Forrester notes that just 1% of respondents see a seamless handoff from content planning to execution, and 77% say silos weaken strategic alignment. The message is simple: if brand guidance isn’t wired into how work moves, it won’t survive contact with the calendar.

Turn Brand Into Rules

Treat brand as a short set of non‑negotiable rules that guide choices under pressure. This isn’t a manifesto on the wall; it’s a decision system leaders can reference when the meeting runs long and the numbers are tight. In our experience with leadership teams, the turning point is when brand moves from language to criteria.

Consider three practical rules:

• Value before volume: protect the core customer problem you solve.
• One value story: sales, service and renewal use the same narrative.
• No discount without evidence: a clear price‑value logic every time.

Operationalise The Promise

Embed those rules where decisions are made. Put them into planning templates, hiring scorecards, onboarding, and performance conversations. Translate the value story into sales sequences, service protocols and renewal triggers. Publish proof weekly—customer outcomes achieved, pricing upheld, and service levels maintained even on busy days.

Make exceptions visible, not hidden. When you must bend a rule, record the reason and the learning, then adjust the system. The point is consistency at speed, not rigid dogma. LSA Global reports that highly aligned companies grow revenue 58% faster and are 72% more profitable than peers, reminding us that alignment is not theatre—it’s commercial performance.

Lead Through Trade‑Offs

Senior teams set the tone by how they adjudicate tensions. Three implications follow:

• Choose one: prioritise the few markets and problems you’ll win, not many you’ll chase.
• Price is policy: stand behind value; don’t train customers to expect concessions.
• Measure signals: track quality of revenue, repeat purchase and advocacy, not activity alone.

When brand becomes the everyday referee, teams move with shared judgement, progress compounds across functions, and the organisation competes on purpose rather than noise—a habit that tends to compound into resilience when conditions turn.

Sources:

• How Organizational Alignment Creates Growth — What It Takes — LSA Global
• Forrester research: 7 key stats on marketing organizational alignment — Forrester 

1. How CEOs Align Brand and Strategy for Success
2. When to Hire a Fractional Chief Brand Officer
3. Understanding Brand: The Foundation for Organisational Decisions