Video
Positioning Decisions: Who Holds the Decision Rights?
Clarify who owns positioning: set decision rights by scope and risk, define roles, and cut friction, costs and brand drift across the business.
Summary
As organisations grow, signals fragment and teams chase adjacent bets. What was clear becomes inconsistent, then slow. Brand positioning regains focus by putting a dynamic decision framework in place—rules, cadence and proof. From there, choices align, margins hold, and growth compounds with fewer detours.
Watch The Video
In this video, Dipendra Mistry (CSO & Managing Partner) explains how to treat positioning as a living decision system, so you can navigate growth with clarity and confidence.Our Perspective
What this means for leaders navigating growth, change or transformation in their organisation.
From Slogan To System
Most teams still treat positioning as a description, when what’s needed is a decision system that sets priorities, boundaries, and signals. The shift is subtle but powerful: move from “what we are” to “how we choose.” That turn links brand to operations—so budget, roadmap, and routes to market are all working from the same lens. In our experience with scale-minded leadership teams, the organisations that outperform treat positioning as a governance system, not a strapline.
A dynamic frame also reduces drag. When the team knows the buyer, the problem, and the outcomes you’ll defend over the next year, you get fewer side-quests and faster handoffs.
Decision Rules, Not Pages
The framework doesn’t need to be long; it needs to be decisive. Anchor it to a 12–18 month horizon and make it operational, not ornamental. Focus on a few practical rules that guide choices and make trade‑offs explicit.
- Focus and guardrails: primary buyer, priority problem, your distinctive edge—and what you will not pursue.
- Governance cadence: a quarterly, cross‑functional review that updates messaging, roadmaps, naming, and sales tools.
- Triggers and evidence: define what would force a pivot, and commit to proof—case studies, credible partnerships, product choices, and pricing signals.
Signals The Market Trusts
In fluid categories, audiences read what you do more than what you say. Treat every outward signal as proof‑of‑position: pricing that reflects the value you claim, a roadmap that doubles down on your chosen advantage, partnerships that reinforce the story, not dilute it. This is how you shorten cycles, steady margins, and build confidence with buyers and partners.
McKinsey notes that goods making environmental or social claims outpaced peers over five years—28% cumulative growth versus 20%—indicating real demand for credible, value‑aligned signals.
Implications For Leaders
When positioning functions as a decision system, outcomes compound because choices align—from product bets to channel strategy to hiring priorities. PwC reports that consumers are prepared to pay about 9.7% more for goods that are sustainably produced or sourced, even with inflation in mind, reinforcing that well‑signalled value can support price.
- Treat price as strategy: set it to affirm your position, then defend it in the narrative and the experience.
- Install the quarterly “positioning council” to keep sales, product, and marketing singing from the same page.
- Publish proof consistently to reduce “evidence debt”—the gap between what you claim and what the market can see.
When positioning becomes a living system, it turns volatility into focus and makes every execution choice a compounding bet on where you truly win next.
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