{ "media_type": "text", "post_content": "I'm looking for help bringing discipline and excellence to an org with very poor brand compliance, a rat's nest of sub-brands, and little understanding of marcom (the role, value, and difference between good and bad).\n\nThe 30 person marcom team 'gets it,' but the 8k other employees don't.\n\nAnyone have examples where they were able to effect change in a similar environment?", "post_id": "62712152cb84ac002efba8b5", "reply_count": 11, "vote_count": 9, "bowl_id": "5d2771fa908b0d001ba3c77a", "bowl_name": "Brand Side", "feed_type": "bowl" }
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I'm looking for help bringing discipline and excellence to an org with very poor brand compliance, a rat's nest of sub-brands, and little understanding of marcom (the role, value, and difference between good and bad).

The 30 person marcom team 'gets it,' but the 8k other employees don't.

Anyone have examples where they were able to effect change in a similar environment?

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I have done this kind of work and it is not easy. It takes a systematic approach and a somewhat bulletproof process to make it work. It also requires a lot of dollars because employees are entrenched in their beliefs about a brand. Consumers are not. Consumers don’t care. Employees on the other hand, have some ownership of the brand and many employees have their own personal brand so woven into the corporate brand that any change feels like an attack. I’m happy to talk about it but it does seem like more than my little shop would want to bite off right now.

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Sounds very much like a previous employer. It’s a lengthy project. We started with a brand audit, a committee of internal “brand ambassadors” to lead and get buy-in internally. It helps if you can get someone higher up in leadership to get on the same page too.

Some employees… it’s not that they don’t care, it’s that they don’t understand the importance of it all. The most challenging aspect for our team was getting people to understand why we must be compliant and who to rely on for assistance if needed.

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I will be following this post as I’m in a similar boat. I feel your pain!

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Been there multiple times. It honestly takes a CMO/strong marketing leader who knows how to manage up. In turn the CEO can convey it to the other teams.
The CMO then hires the right people to put this in place, aka creative leads, team and yourself.

If you don’t have a CMO who’s on your side, you’re going to have a tough time and burn out trying to explain this over and over without getting the respect you deserve

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When it comes to Production type companies like factories. I found that Six-Sigma works the best. The employees feel empowered and start caring about their work. The hardest thing about six sigma is getting everyone to buy in (especially upper management) you won’t see result until 6-9 months, but I guarantee it’s worth it.

When it comes to Tech companies I have found that Agile works the best.

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If there isnt buy-in from leadership, it’s at best an uphill battle. Likely impossible.

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I feel like we may work at the same company because this is exactly what I am dealing with as well. It doesn’t matter how much and how often I say what is or isn’t best practice, I get over-ruled and the brand gets increasingly diluted.

What are their reasons?

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