Power of the Internal Brand
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The document discusses the importance of internal branding and employee engagement in building brand identity, emphasizing the need for trust, participation, and shared values. It highlights how purpose-driven organizations outperformed others and offers strategies for fostering a culture where employees are involved in articulating and enacting brand purpose. The need for real-time communication and employee empowerment is also stressed to enhance organizational performance.
Power of the Internal Brand
- 1. BUILDING BRAND FROM THE INSIDE OUT: Connecting People, Purpose & Performance July 11, 2013
- 2. Leaders are Activating Their Employees Around Purpose to Build Brand from the Inside Out
- 3. Our Conversation Areas The End Of Trust Power To The People The Rise Of Shared Value PurPle WHAT WHY HOW
- 4. WHAT’S DRIVING THE NEED FOR INTERNAL BRANDING? The End Of Trust Power To The People The Rise Of Shared Value PurPle
- 5. The Trust Deficit Communications Implications: • Credibility, authenticity and transparency of information are even more critical • Systems and channels that enable real-time communications • Activate all four generations in the workforce Trust in all organizations is at an all-time low. — 2010 Deloitte Ethics & Workplace Survey 48% cite a loss of trust in their employer
- 6. People believe that only they themselves can come up with innovative solutions to our most pressing problems, not governments or corporations. Power to the People Communications Implications: • Culture of participation and two-way dialogue must be fostered • Involve employees in process early to articulate, refine or validate purpose • Co-create and iterate purpose content to increase buy-in • Create brand ambassadors“ The Marketing or Development Department does not own our brand; the whole organization is involved. — John Pfeiffer, CEO, Inspiration Corporation
- 7. People are demanding that organizations not only rediscover their social purpose but also put it at the core of how they conduct their business and engage with their stakeholders to create shared value. The Rise of Shared Value Communications Implications: • Replace rulebooks with shared beliefs • Demonstrate alignment of purpose, business strategy and outcomes • Adapt or adopt recognition and reward to link with purpose • Create opportunities for employees to live purpose outside their job function “Great companies … nurture a dialogue to keep social purpose at the forefront of everyone’s mind and ensure that employees use the organizational values as a guide for business decisions.” — How Great Companies Think Differently, HBR, Nov. 2011
- 9. PurPle + Profitability Purpose- and Values- driven organizations outperformed the general market and comparison companies by 15:1 and 6:1, respectively. - Built to Last, James Collins and Jerry Porras “ “ Firms with shared values-based cultures enjoyed: Higher Revenues Higher Stock Prices Global Job Growth - Corporate Culture and Performance, John Kotter and James Heskett 1,200%400% 700%
- 10. HOW DO WE DO IT?
- 11. Inside-Out Branding: A Checklist Can your employees articulate your purpose? Is it integrated across your organization? Have you educated your leaders? Have you inspired employees to be ambassadors? Trained and equipped them? Are you sharing stories and celebrating success? Are employees empowered to share their stories?
- 12. Thank You Contact: Loretta Prencipe 202.658.8733 loretta.prencipe@mslgroup.com @LorettaPrencipe