→ Watch more videos in this playlist on YouTube

Our Perspective

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

The Real Alignment Gap

A brand promise is only useful if it becomes a system for decisions. When pressure mounts—new segment, tighter budgets, impatient timelines—teams revert to what they can control. Product expands scope, sales compresses cycles, delivery defends quality. That’s not bad intent; it’s a lack of shared thresholds. Chief Executive notes that in research across 500-plus companies only 56% of distributed leaders could name even one top priority, a reminder that alignment is often assumed rather than real.

Most organisations we work with don’t lack ambition; they lack non-negotiables that travel across functions. The fix isn’t a neater statement. It’s turning the promise into operational boundaries so everyone can make the same trade-offs under pressure.

Define The Hard Edges

Start by giving the promise working edges—clear, memorable rules that shape choices. The aim is to define what “good” looks like in ways that survive competing targets and local pressures.

• Priority customers: who gets accelerated treatment—and who doesn’t.
• Time standards: response and resolution windows by tier.
• Exclusions: features, segments, or offers deferred this quarter.
• Recovery triggers: what prompts remedial action and what that action is.

These edges reduce unproductive debate. They also create the conditions for accountability, because everyone knows what “fast,” “reliable,” or “premium” actually means today, not in theory.

Wire Promise Into Work

Edges then need wiring into daily flow. Translate intent into the instruments teams use when the day gets noisy: handovers, checklists, dashboards and coaching moments. Define “done,” measure queue times, and redesign around the bottlenecks you uncover rather than asking people to “try harder.”

• Playbooks: step-by-step process guides that mirror the promise.
• Handover checklists: what must be true before work moves across teams.
• Shared scoreboard: a few cross-functional measures reviewed together.
• Learning loops: weekly reviews of misses and the fixes implemented.

When these artefacts exist, the brand stops being a poster and becomes the way work moves from promise to proof.

Govern The Trade-Offs

Even with good wiring, choices will bite. That’s where governance earns its keep. Leaders should make trade-offs explicit, time-bound, and visible—so people don’t negotiate them in private.

• A weekly commitment review that reconciles demand, capacity, and promise.
• Pre-agreed scenarios that decide when speed beats scope, or quality beats speed.
• Decision rights and escalation routes that remove ambiguity within hours.
• Narrative discipline: internal updates that explain why a trade-off was made.

Do this consistently and the promise becomes a credible contract with the market; customers feel coherence, competitors feel pressure, and teams feel momentum rather than friction. The organisations that master this will turn brand into an operating advantage that compounds over time.

Sources:

• The Illusion Of Alignment: Why Your Strategy Execution Is Failing — Chief Executive

1. Govern Brand Claims Without Slowing Teams
2. How a Single Brand Promise Creates M&A Momentum
3. Brand Consistency Beyond Content Guidelines