read all about it - how english speaking world service failed humanity in spite of at least 16 years time to live up to this 1984 tech-wizard charter of sustainability to 2025

queenofhearts.city invites you help fix this join first 100 person zoom in memory of Queen Elizabeth - greatest public servant English speaking world
goats OF PUBLIC SERVICE: BLUNTLY PUT-SUSTAINABILITY'S LAST CHANCE DEPENDS ON cooperations of VALUING DEVELOPMENT FROM BIRTH OF CHILDREN MORE THAN WHITE MEN PRINTING MONEY- UN FINAL REPORT PUBLISHED 8/9/22 DAY QE2 DIED
M3 crisis: 1/1/2000 missing 2025 report's media good
(chapter 6 pdf download written 1984) opportunity of majority of world being aware of humanity's greatest risk = greatest mis-timing of my life; hope its not 2020s terminal mistake for our uniting species
Can 100 times more tech per decade since 1930 advance enough COOPERATION to sustain millennials out of every inhabited GPS? tick tock by 2030 it is mathematics (of chaos) likely that we will know whether 2020s being saved us from mother nature's wrath and irreversible species destruction. Most exciting decade to be alive. Cooperation needed at www.sdgmetaverseprize.org and every game worldrecordjobs can help you and yours and meta-soc play
From our archives- 1860 17 years into founding Economist, James Wilson's most ambitious project partnering queen victoria in launching chartered bank by and for the quarter of peoples on india subcontinent stalls.
Wilson dies of diarrhea 9 months after landing in calcutta. 85 years later sir kenneth kemp (father in law of Economist's Norman Macrae writes up legalese of Indian Independence. Sir Ken did not know that partitioning was about to happen. Peoples of East pakistan draw colonial aera's shorterst straw - not only a colony of West Pakistan but blocked out of access to what have been south asia's superport. 23 years later cyclone kills a million peoples and shell oils regional young superstar ends his contract to start helping women build the new nation of Bangladesh. The greatest economic miracle produced by a billion asian mothers begin. The first network cooperation - oral rehydration ; 112 years after wilson's death illiterate village mothers first homework is how to mix boiled water sugar and salt to stop diarrhea killing one thord of infants in tropical villages. Inspired by this abed and 1 billion women map 30 cooperation platforms 1972-2019 - BRA-C (Bangladesh Rural Advancement Cooperation). First meta partnership BEAC UNICEF Tropical china; from 1996 leapfrog partners beyong vilages without electricity start to web end poverty's races. Japan and silicon valley ask abed to go international - vrac university with james grant as first world class colege begins 2001
meanwhile in 1890s london 2nd editor walter bagehot continues queen victoria's project - can the English Constitution end the slave making mentality of corpoartesd like East India company with a commonwealth constitution. Although many believe Victoria did plant this legacy for the 20th C royal family - not in time for east Insia comoany to ruin another quarter of the world's lives - the chinese after 1960 clsoe themselves to global trade rather than accept ultimatum to accept opium as a currency. Just as it takes peoples of the place we now call bnagaldesh 110 yeras to start freeing their own trade, so too contenetal china. By 1972 out of desperation both bangaldesh and china depend on raiing womens productivity from mear 0 to more than that of men in every community developing children. On the Bangladesg side follow the mapping of the reforemd oil company ceo fazle abed; on china tropical side note that one child polict meand half of all familiyies start to be dependednt on how brillainatly entrepreneurial their 20s something daughter becomes

Dedication: Sir Fazle Abed 50 years (2019-1970) supporting billion women end poverty:.Notable learning curve exponentials of diarists of Economist & global village audience interactions teachforsdgs.com-before impact of global viewspaer disapperaed did first 150 yeras of our diarists map enough intel for millennials to be the sustainability generation?
. what if human development determined by family's social network quality situated within web 3 2 1 0 after electricity before webs 00 before electricity
Primary purpose founder (London Scot James Wilson 1843) can global viewspaper mediate goals 2 and 1 end hunger and end poverty- changing slave making tdae toward multi-win commonwealth: wilson's pjhilosophy Smithian (last writings morality of markets before engines; first 16s of engines impact on national branding; wislons 2 signature partnership with queen victoria - end corn laws starving half of ireland's population; go to calcutta to start chrater banking by and for the people; sadly wilson diee of dairrhea withing first year in vacutta but son-in-lam bagehot continues transfolrmation of Englsh Constitution
From 1951 given greatest scoop by vin neuamann - ask what peoples do with 100 times more tech per decade 1930 to 2020s-particularlycan zero sum games be resplaced by sustainable above zero sum trades - eg networks applying life critical knowhow multiplky value in use opposite to consuming up things
Norman Macrae's learning curve in 28 years before being mentored by Neumann: first 13 years home schooled btitish embassies including Stalin's moscw; then soend s last days as teen navigating airplaned bomber commandnd Burma before 6 years of good fortune; last class taught by keynes cambridge; mentired at Economist by sur geiffrey crowther autoboigrapher of Economist's first century
stories from mapping 100 times moore: best ever western leader decade fyt=ure chalenge - kenned'y's moon race primarily biproduct satellite telecoms (alumnisat) and interdendence - 2 atlantic segments : america's new european; Euro's old; asian about two thirds of humans dependent on pacific coast's world trade (that leaves up to 15% to decide which ocean integrated their muti-win games0; age 39 macrae permitted one signed survey a yera- begins with 10 years of surveys of what futures do peoples want - 1962 Japan and rising Asian neighbors; 1963 people of Russia; 1964 peoples of Brazil & Latin America ...1968 peoples of south africa; 1969 rainbow peo[ples of USA- from 1972 alarmed by nixon's exit of dolar from gold standard begins 40 tyear future histiry genres with early fici on fintech, edtech, healthtec as well as energy markets; from 1976 joined by prodi argues for future capitalism grounded by sme networks not just bigger and bigger corporate and gov; 1984 prepares for last 5 y years at Economist with 2 genres - 2025 report book first published with chris macrae on updating sustainability deadlines and opportunities/threats of web1-3; biography of von neumann ; last article dec 2008- huge risk web 2 age of millennials will be underinvested with youth having to bail out elders; can blockchain distributed finance be last chance antidote to every greater political havoc of printing paper money?
Systems truth - big organisations hate innovation (ironically artificial intel best at integrating deepest real time data in way no human gov can do real time)- notably powerful western people blocked from transparent unlearning by media & lawyers; gov2.0 is about how hard one transformation of gov is since horse was fastest way to communicate; industrial revolution 4 shows how hard for big corporates to innovate beyond past system; 2020s last chance crises may involve privileged gamesters racing into web3 societies who havent yet learnt from billion poorest women attempts to leapfrog from web00 (without electricity)in 2001 friends of billion poorest women proposed solution - new universities who share their alumni's open community to community sdg solutions- see abedmooc.com and discuss meta challenges to sdgs.games- as predicted in 1984's 2025 report transformation of edu essential to survival of human beings (echoing HG Well's civilisiation race between edu and catastrophe)
Abedmooc.com .. women4empower; herstory's turning points - some dates approx as took decades- if we've missed or wronged herstory (valuing womens planet Xponential multipliers with men's) -please rsvp chris.macrae@yahoo.co.uk - all errors mine alone gandhi 1906 thrown off south african train-starts 40 years of chnaging education from infant up (see underknowns.com) -seeds future of mandela nets; 2020s gteatest ever network multiplier gandhi &montesorri; remultiplied einstein 1940s; in 12 post war yers greatest ever maths networkers leave legacy of 100 times more ytech per decade; from 1951 scoop of what to do with 100 times more etch relayed tp economist journalist for humanity; by 1960 ai labs twinned to face both coasts (pacific 75% of human sustainability; atlantuc 25%); by 2020s media's last chance at transparency see metaerseprize.org) as too much data streaming from every gps not to blockchain and humansAI (see nftssdg.com); 1843 smihian james wilso starts royal society newsletter gossiping why royal family need to celebrate sdg1 and 2 end starvation of eg Irish; ebd impoversiation of british raj; biggest underknown -did queen voctoria despatche wilson with idia's own chartered bank to get rid of him or to design multi-win commonwelath trading; in any event wilso dies of diarrhea within 12 months landing cacutta; it tales 112 years and partitionining of india subcontinnent before former oil company regional ceo fazle abed fimaces solutions of end diarrheas as killing tropical asian infants and end starvation by maximis vilage rice tech (borlaug)- having celebrated 100000 vilages first demonstartion of these solutions - unicefs japmes grant sonsors transai extension; coming from china missionary epidemiologist family - abed and grant partner in nationwide vaccination against infant diseases; thats 3 of the first 30 mass colaborations of the 1billiongirls.com who ended poverty 2019-1972 (as for other models of western aid, who knows but data shows whatever else thy did it wasnt the vast majority of extreme povery ending); see the irony of web00 world (no electricy ) contributing more to sustainability than ever other world at 2025report.com - finders crossed web3 starts to emulat development economic leaps of web00 women; 1758-62: very intersting adam smith scotnds worldwide contribution to human development let alone emotional intel; bes ever summary of nature and humans market purpose before endines; best ver plea to startup engine applications everywhere not juts london 1760 east idia company's admin MOMENTS OF THE ECONOMIST - founded 1843 to mediate sustainability 2 primary goals - end hunger & poverty by Smithian James Wilson; 1943 centenary's autobiogtraphy compelling testinmong on what went wrong with negineerings in 20 most advanced nations (19 white); from 1945 Economist takes on Neumann's suggestion of greatest journalist scoop ; what to do with 100 times more tech per decade 2025-1945?; is there an optimistic rational way out of Orwellian Big Brother endgam?. If so how will educators and youth web & do what economists and elders cant even imagine/ ANNOUNCEMENT - from june 1 2022, the first post of every month will often linkin the previous month's update of CodesMeta.com - In turn this is one of the main celebration collabs of 2025Report and friends celebrating progress along the roadmap to UN secretary general's digitalisation "UN2.0". Codesmeta welcomes co-editors rsvp chris.macrae@yahoo.co.uk help AI make 2022 youth's most collaborative year-
2016 glory to every natural deity sept 2016- after 1st year review of SDGs jim kim makes his biggest move- what unhq and unesco have just reported is sdg4 wont happen before 2100- so he starts a pre-nft club on digotally cooperative education in geneva (getting unctad blessing to intro any educatir interested in etch to itu); just in time for engineer guterres to take up 10 year chair ofiun2.0 - from summer 2017- digital cooperation research becoems the bo=iggest chnage movement the world has ever seen with any government invited to benchmark nay unite un2.0) 2122 unga summit on ed no longer fit for purpose 22-23 school year of greatest every pprize sdgmetaverseprize.orh and more unseen wealth compounding out of ed3 nfts than all the oil wells on earth

Friday, June 30, 1995

Chapter 8 - brand FLOW/TEAM NETWORKING
If a company wants to learn the most from the branding process, employees need to embrace teamworking.
A revolution in brand organisation
Integration is the opposite of functionalism that has all too often stood in the way of serving consumers superbly. It was effective when high growth, unsophisticated consumer demands, and weak distribution channels meant that each function could make real progress by itself toward improved customer satisfaction and greater profitability. On its own, manufacturing could cut costs and boost quality; marketing could develop better ads; and sales could improve call patterns and enhance customer presentations. In most industries, however, the opportunities to make progress against such narrowly defined criteria have about run their course.
Michael George et al "Reinventing the marketing organization", McKinsey Quarterly, December 1994
Beyond teamworking, it is also appropriate to foresee ways in which team networking can be facilitated so that employees from different offices or companies can work as partners in developing added value chains of business at global and local levels. How for example will partners of General Magic - including the likes of Apple, AT&T, Motorola, Philips and several Japanese companies - need to organise their network of employee relationships if inter-corporate vision and team leadership are to work to accelerate the delivery of customer delights? (For General Magic, added value focusing is about the future sphere of business involving new programming and hardware for personalised multimedia)
In order to be capable of learning and relearning everything about brand organisation, companies must realise from the outset that there is nothing wrong with accessing different learning frameworks. This applies for an overall process perspective of the business and for different conceptualisations of a specific process such as brand organisation. You get both "buy-in" and more expertise by synthesising different expert perspectives, provided the synthesis actually takes place and leaves all involved with harmonious feelings and clarified actions. This is how communications processes become more than the sum of their parts. This is how experts functions are organised to contribute to competent added value processes - those where leadership worth is represented as continuously being more than the sum of individual components. (Many of which will only be sustainable - in spite of any technological appearances to the contrary - if the architectural dynamics of employees' human motivations are purposeful and harmonious)
In this chapter on brand flow and team networking, the structure we have adopted is as follows:
·Issues to Respect and Foresee
·Initial guidelines on how to evolve a company's masterframework for learning brand organisation
·Structural Keys Embedded in Brand Chartering and similar tools for company learning
·Masterclass learning of brand organisation for winning at "glocal" marketing
Issues to Respect and Foresee
It is impossible to underestimate the depth and breadth of change management that can be needed to changeover from a classic departmentalised structure of brand management to the new teamworking process form of brand organisation. This statement is collaborated by companies in the midst of directing this change in Chapters 11-15.
At this stage we will briefly sketch the sorts of issues involved. Once people foresee the nature of the challenges which confront today's company:
·urgent practice of change is facilitated by envisaging the specific advantages which brand new organisations need to create and leverage
·exploring what characteristics of learning tool for brand organisation are most important for your specifically evolving circumstances is a critical factor for success of the mission. We aim to clarify the extent to which purposeful and focused teamworking dynamics of internal brand marketing can be translated into the heart and the soul of the brand organisation
In 1995 it was quite normal to read of this marketing state of affairs.
At the last industry conference, of the senior marketers attending and responsible for the brands, only one in ten believed that their dedicated distributors could feed back their desired set of brand values. And less than two in ten claimed that an internal staff audience (comprising eg product planners, designers and engineers involved in formulating new products) would be able to feed back their desired set of brand values spontaneously.
Tim Greenhill quoted from his article on the future of the brand, ADMAP March 1995
The particular industry referred to was automotives, but it could of been almost any we know. Try this acid test now. Pick up the first book you can find on new product development process. How clearly does it convey to you that every new product development process should be tailored to reflect the essence of the brand it is due to fit? What sort of future shock are 1990s manufacturing companies in for who:
·on the one hand claim that brands as their channels to consumers are their biggest investments?
·on the other hand have no internally acknowledged brand-specific new product development process? ( A brand-specific npd process can be much more than the product category specific npd process which most companies organise)
In our experience, a similar lack of focus in "internal brand marketing knowhow" often abounds through a wide variety of departments - from raw materials sourcing to specific adaptations of market research - which might be expected to add special values to particular brands.
Historically, the situation has not been a lot better in service industries. We remind you of quotations from BBC interviewees which appeared in our introductory Forethoughts (Table 3 - "Leading the organisation beyond brand management"). Example - the following insight from an American Express marketer:
The main theme of our recent reorganisation was focus. We've set up key dimensions in our marketing team, eg one is customer loyalty, another is new customer marketing. We want our marketing process to operate along the line of key customer processes rather than specific functions. The customer used to start at point A and move through several departments. In other words, the customer moves through horizontally whereas we were organised vertically. We have had to relearn marketing. We are not yet there a hundred per cent, but it's been a real revolution for us thinking about how you walk through with the customer in every process.
Extract from American Express interviewee BBC for Business video "Branding - The Marketing Advantage"
We remind you also that 1994 was the year when Unilever, quoting its Chairmen in italics, had our biggest marketing setback. This process weakness - dubbed "A Soap Opera from Unilever" by The Economist - was explained as being due to interdepartmental misunderstandings such as that of a slip somewhere between R&D and marketing.
As the added value chains of many businesses go worldwide, we should foresee that competitors in some of the largest twentieth century industries will embark on World War 3. This time the infantry - and casualties - will be brands instead of nations. But it will also be people whose jobs depend on organisations earning the right to brand. In this mother of all branded wars, competitors will exploit any suggestion of a rival's product defect even where these are perceptual in terms of:
- the all-but trifling fault of Persil/Omo Power mark 2 (which the UK Consumer Association felt was still abnormal in its fabric rotting potential though significantly less of a rotter than launch mark 1)
- the product whose imperfection will only be experienced one in several billion times like the Intel chip which had to be withdrawn after an expert lobby on the Internet revealed this issue
- the perfect new product but one which does not match the brands' loyal users emotional expectations in the light of their brand's history
You may make a list of other things that you want to foresee in brand new organisation. For example, world winning new products will often involve longer R&D processes than companies have previously had experience of managing. Who is going to ensure the branded continuity? Remember that in a classical brand management company, a ten year R&D process could be in marketing contact with five eras of brand manager as they rotate two-year tours of duty in the management of the company's hundreds of different brands and separately targeted market segments.
In our view, the belief system "integrated brand marketing begins internally" has got to be made a priority in effecting the changeover to new forms of brand organisation. Strongly led companies will describe old marketing's follies pointing out analogies from other companies' disasters. They will make it clear to their employees that this is no person's fault, but that of an old organisation form "which no longer suits the company we need to be". The quotation is a phrase Procter & Gamble's CEO of the mid 1980s used when the company first started to embrace the business team belief system. Surprisingly few competitors took notice of this at the time.
Here are some suggestions you might consider when first embarking on brand new organisation.

·Prepare ahead. Scout externally for various practical perspectives on matters such as:
- Opening tactics : eg whom to use as opinion leaders in evolving the new brand organisation?
- What cultural or other corporate beliefs will need to be turned upside down in recognition of the revolutionary process involved? Was the full extent of these needs-for-change foreseen or does this just have to be learnt by doing?
("Scouting" may involve benchmarking some companies who are ahead in brand organisation transformation. We suggest doing this with non-competitors and ideally those with whom you can reciprocate through some other valuable process/knowhow coaching)
·How will performance measures and incentives need to be changed to have a proactive influence on learning to be world class as a brand organisation?
·Think through "ultimate responsibility" scenarios. Eg on a corporate marketing setback scenario - when action must be fast and totally aligned to preserve goodwill's "kingpiece" corporate reputation - who do you want to lead what? How will process training be used to ensure that no gap exists between theory and practice of responsibilities at team and individual levels?
·Consider transitionary roles in the forms of managers of specific marketing/customer processes. These can help marketing people to re-learn first - this is vital if they are subsequently to act as expert coaches in networking internal marketing learning across the brand organisation.
·Architects at the top of the company must separate out changeover practices which may be threatening to people's jobs to those which are growth opportunities. If cutting jobs is inevitable, this not only needs to be handled with all the care and attention that the company has used in parallel circumstances, but it should be separated in time and process from:
·fostering teamworking beliefs
·introducing a learning tool for brand organisation
The successful introduction of these two processes requires building the maximum of motivation and openness among employees. Beyond anything your company has ever seen before.
Marketing people should be given the first chance to join the brand process revolution. The ironical after-effect of a generation of short-termism in corporate management, which probably peaked with "Barbarians at the Gate" of companies like RJ Reynolds, is that many marketers may need to be given the empowerment opportunity of re-learning what the craft of marketing foresight is about. Before marketing processes can be coached across an organisation-wide network, we need to coach the coaches. Writing in the mid 1990s we would suggest that you do not look up to anyone as a brand process guru who is not prepared to admit that he or she is re-learning too.
"There is a systemic failure in marketing culture and companies' organisations says market research consultant David Cowan. Too often, he claims, marketers' pseudo-explanations which satisfy our curiosity but actually explain very little if anything at all - crowd out real analysis.
Marketers tend to see problems in terms of strengths and weaknesses of individuals. They tend not to give enough weight to the corporate structures and processes that create and mould peoples' behaviours and attitudes. Sentiments like "if only our agency was more creative", "if only our researchers had better insight", "if only the client thought more strategically" are mere platitudes masquerading as explanations: by definition, they are always true.
The real challenge is to understand the underlying conditions that stifle or encourage the human qualities we want. Why, for instance, do companies consistently fail to see the threats and opportunities that are thrown up by emerging technologies and new products?"
Alan Mitchell, Marketing Week, 21 April 1995
Initial guidelines on how to evolve a company's masterframework for learning brand organisation
If company learning is to begin to take place in process mode, different departments and expert functions should be encouraged to bring their different frames of reference to the teamworking table. Departments do need to explain these opening frames before these can be edited to differentiate what's truly functional expertise and what needs to be interconnected process-style competence.
Whether or not other departments need to be transformed out of separate existence and into networking form, we believe that marketing should be encouraged to lead by example. It should transform itself out of being a department and across the organisational network in the confidence that it will need to act as a vital school of added value thinking.
The higher level motivation for marketing disciples should be that the company needs an intangible-led communications process to leverage it's most valuable dynamic assets in the form of brands interconnected to core competences interconnected to any other learning resources of the organisation associated with leadership ( eg customer service culture, deadlines prioritised by foresight schools of the future etc). The strong marketers of today and tomorrow - ie those who recognise that the chance to recreate an internal marketing culture aligned to medium-term leadership foresight - will jump at this promotional opportunity.
If consensus between the company's CEO, senior marketers and interdepartmental opinion leaders suggests that you already have a strong "master-learning" tool for brand organisation, we suggest you give it a light editing by comparing it with this Brand Chartering handbook and incorporating any newly valuable ideas that occur through making this deliberation.
If your consensus is that the company needs to develop a master-learning tool for brand organisation, we suggest that one or more teams should be set up to compare the Brand Chartering framework in this handbook with another learning framework chosen from brand marketing, customer service, strategy, learning organisation or other perspective on focused accumulation of intangible advantages. If, for example, a strategy-oriented comparison was to be made, we would recommend "Competing for the Future from Hamel and Prahalad". If, for example, a comparison was to be made with up-to-date "brand change" agendas requested by practitioners and researched by academics then we would recommend the latest available knowhow forum originating from the BBC video "Branding - The Marketing Advantage". (The video is continuously being supplemented by follow-up notes amongst Internet group discussions and other knowledge exchange materials whose learning paths stem from the source stimulation of the BBC.)



Typical practitioner-directed scoping of top 8 "brand change" Agendas
-> UK Business Schools 1995
brand ARCHITECTURE·Brand partnership strategy : new rules for externalising and internalising; ·exploiting reputation, top level values etc of banner brands; culling or refocusing brand equity in an "overbranded" company  
brand ORGANISING·Use of Chartering or equivalent scripts for teamworking; integration of strategy frames for leveraging brand and other intangibles (eg competences); CEO lead-responsibility for brand organisation 
brand EQUITY·How to prioritise marketing advantages invested in brand system; how to align measurement and performance time frames; how to rehearse scenarios of discontinuity threats to brand equity 
GLOBAL branding·Balancing HQ and local roles and information leads; how beat locally targeted brands; how model of external and internal priorities differs from local era branding 
WORLD CLASS culture·World number 1 culture - how to sustain and how not to lose; stakeholder priorities as global citizen; specific clarification of right to lead (eg visionary capabilities); manoeuvring corporate environment - eg abolishing over-accounting 
"GLOCAL" added value WARFARE·Market-partnership networks configured to glocally overthrow classic added value chains; principles of "holonic" organisations (beyond process reengineering) 
SEEDED marketing CHANNELS·New brand targeting of opinion leaders before mass marketing consumers; global and local transfer tactics of haute couture goodwill;co-developing new channels  
SERVICE SMART integration·Consumer relationships smarts : eg lifetime focus, two-way feedback loops; employees delight (through super-motivation mechanisms) 
Source: adapted from BBC for Business Video Professorial Exchange, MEG 95
- Management Centre, University of Bradford

The agendas tabulated above are made in "junction-style" to help clarify both the focus and the interconnections between these critical brand change agendas. In this way academic researchers can synergetically co-partner each other through electronic media such at the Internet. And practitioners can gain from a dynamic curriculum which intentionally stresses:
·breadth ie interconnections across brand change agendas
·depth ie full exploration of the agenda within its terms of reference.

We reiterate advice from the Forethoughts chapter that the generic form of Brand Chartering presented in this book also requires a degree of general editing to maximise its relevance as a master-learning tool for in-situ use of your brand organisation. By in-situ use, we have in mind factors such as:
·how departmentalised your current organisational structure is
·who leverages added value the most, and from what expert perspective or leadership competence
·brand architecture specific issues (see chapter 11)
Additionally, it is worthwhile asking the simple but sometimes revealing question : what "user-friendly" factors make learning frameworks look different either in form or substance? Examples are:
·Devised for an educational purpose with a particular user format ( eg book, word-of-mouth, computerised "windows" involve users in different kinds of educational flows)
·Devised for practitioners and the common reference set of knowhow which they already communicate from
·Starts from a particular lead perspective driven by eg strategist, service-focused expert
·Degree of designed-in flexibility - where a learning system needs to be highly flexible for brand organisation itself to evolve through an era of rapid change, to a more rigid system where certain conventional-structured rules are built-in because these are assumed to be constant (best practice) beliefs
·Vocabulary - is this in itself slanted? Eg targeting, segmenting, Unique Selling Propositions as self-proclaimed "strengths" tend to restrict debate and are anchored to a particular era of marketing assumptions. Mass marketing of the twentieth century has already passed through two great eras of brand organisational being : broadly 1) pre-tv and local, 2) tv and multinational. These are not the future of the brand organisation in the multimedia and glocal world which is now forming in competitors near you. If a tool is to encourage learning and teamworking, vocabulary and internal "learning" media must be recognised as more than an incidental part of people's thinking processes.
In the process of comparing a pair of learning tools for their brand organisational capabilities, you might also want to consider issues like:
·Does structure enable sufficient breadth and depth to edit everything into the team's living script of the brand?
·How do component terms of the structure appear to influence people's thinking. Eg the way terms are clustered often causes people to envisage particular interconnections of the brand process more easily than others which may be even more critically inter-related
·What terms are ultimately common to both learning systems? Which of the unique ones do you need to add? How do you tidy up conceptual vocabulary to be accessible to all teamworkers? What examples/training are needed to induce what level of comprehension of how to use the system? How do you balance ease of use needs of teamworkers with prioritised in-depth qualities which the brand's living script needs? What output qualities of the process matter to you : focus, consensus, comprehensiveness, creativeness, urgency of motivation to action?
Structural keys embedded in Brand Chartering and similar tools for company learning
Key 1) We believe that the form of a learning tool can benefit from incorporating a "window and junction" structure
Increasingly teamworking learning systems will be computerised. This suggests that a window-menu structure is vital to allow correspondents to explore the breadth and depth of the brand. Computerised media should allow them to zoom in and out of the windows. By emphasising that the windows should also be thought of as the primary process junctions of brand organisation, people can quickly assimilate the idea that any one junction of thinking could and should lead to the interactive implications of another.
Key 2) We believe that each window - apart from those in Key 3 - should stand out for one big topic of enquiry as well as a detailed procedure for holding the specific enquiry. In this way it is possible to use the learning tool both for breadth and depth of debates.
For example of breadth of debates, overview learning can be gained by debating where branding mistakes originated (eg the blackspotting technique discussed in the Forethoughts). Conversely, brand process success stories can be analysed and debated at an overview level. Learning can be facilitated by asking individuals to do these sorts of exercises separately before swapping notes. Organisational learning across brands and over time can be gained by spotting patterns of mistakes that recur (and then finding out why) or looking to transfer one brand's junction success to other analogous brands.
For depth of debates, workshops for convening a debate on the topic can be scripted. In Chartering's case, illustrations of these are provided in ThinkPiece 2. The author, co-workers and others also find the junction format convenient for indexing purposes - eg what business schools are pioneering which research agendas related to Chartering's junctions.
Key 3) One or more "Others" windows are necessary. This enables people to interconnect your "master-learning" tool with frames of reference in other peoples' minds whether these are specific to brand organisation or in their view inter-related from some other expert perspective. Additionally, with any particular brand process, there are always likely to be a small number of special issues that no general purpose scripting tool can cover. In any learning tool, it's important to leave the "what else?" mechanism of inquiry open.
Key 4) By requiring that people converge on a one-page output for a brand's script at any point of time, you know the common reference point from which all teamworkers start from in interpreting the brand. This can also be used as a mechanism for getting the involvement of all departments because they know that they must participate both in bidding up and buying into the signed off priorities that are communally expressed as the brand organisation's current living script.
Key 5) By following a semi-structured layout to all of it's Charters, a company can make it easy for employees to learn about as many brands as they need, as well as actions expected from them in support of the brand. For example, an impactful layout appropriate for conveying the dynamic qualities of strong brand leadership is as follows:
·the top of the page itemises the brand's essential components in a relatively constant way. These also include the brand's linkages and priorities within the company's total brand architecture
·the bottom of the page lists the brand's "do now" deadlines for accelerating future added value
·the middle can be used to list outstanding questionmarks : eg feedback projects currently under way to illuminate deeper understanding of the brand or to review the impact of a current competitor's initiative. It can also be used to record change trends etc that are fundamental to the brand but where deliberative as opposed to immediate action is required.
Key 6) we believe a similar set of keys are appropriate for Chartering any of the company's other core investments in intangible sources of advantage - eg core competences (discussed in Chapter 12 and Thinkpiece XXX). Moreover, we believe that every "core intangible" is also an "information highroad" for company learning. CEOs and other people at the top of a company need to take the lead in showing business teams how to work these new "information highroads" in the context of company learning, over and above the traditional ways in which particular intangibles have been viewed functionally by departments of the company. We will amplify the meaning of this sixth key in the next section.
·Masterclass learning of brand organisation for winning at "glocal" marketing
There is an easy part and a difficult part to relearning brand organisation, and this has to start with the CEO and top people in the company before it can cascade down to business teams.
In our work with major multinationals, we cannot remember having met any senior executive who has not subscribed to a strong marketing belief system. For an example of such a system of thinking, Table 1 reproduces extracts from one developed by Cranfield School of Management's Centre for Advanced Research in Marketing.
Developing a strong market orientation
1 Start at the top. Strong leadership and commitment to customer focus at the top of an organisation is indispensable.
2 Involve everyone in the organisation in the marketing philosophy. The message has to cascade down so that everyone knows that serving the customer is ultimate raison d'etre.
3 Be prepared for structural change. Lasting step changes in customer service levels cannot be achieved wherever an organisation is structured along lines that benefit the company not the customer. Proactivity is needed to foresee how changes in the external environment are leveraged by leading the way with internal processes.
4 Use new structure to feed upwards into customer-facing strategy. The information on which strategic planning is based should come from customer-facing units.
5 Review marketing tactics, particularly the alignment of the 4P's with customer strategy. Keep looking at the 4P's (Products, Price, Promotion, Place) from the customers' point of view remembering to look ahead so that customers see you as the leader even as their perceptions are influenced by global and local trends in media and added value frames of reference.
6 Accept that change is a way of life. Involve all employees in "editing the future" and learning activities, eg competitive information detection, which produce an informed consensus and purposeful focus.
7 Understand the difference between quality systems and quality products or services. Make sure that people understand that systems exist to serve the needs of the customer. Recognise that every product has a perceptual context because all acts of consumption involve human emotions.
8 Focus on the customer, not the competition. Both matter, but leadership essence comes from focus on the first
9 Look at end-to-end processes, not piecemeal processes. The customer should experience seamless service
10 Keep the end user in sight. Immediate customers matter but losing sight of the end user is a symptom which can quickly lead to terminal illness
11 Develop and empower people down the organisation; particularly those who have customer contact. Ultimately customers experience brands as services whose power to consistently delight depends on the organisation's people
12 Understand the relationship between customer focus and profit. Monitor a suitable combination of measurements for a well chosen selection of time horizons and tailored to appraise the specific purpose of the marketing approach and gauge levels of successful achievement
The above agenda is quite an intricate one - especially for a student of marketing or teamworkers for whom marketing is an "away" discipline to be interconnected with their own "home" functional expertise. However, for people at the top of marketing companies, a lifetime's experience makes this kind of frame of reference very intuitive indeed. So what is their own most difficult barrier to re-learning brand organisation?
Like the rest of us, senior management's barriers to learning brand new organisation do vary, but the following over-simplified illustration nonetheless typifies the biggest change barrier for people at the top of multinational consumer goods companies.
Until quite recently the CEO of a company with traditional brand management systems was led to view key control responsibilities along these lines:
(say) 20 core operating countries - control by liaising with 20 strong country managers
(say) 1000 products - control by clustering into (say) 10 product streams with their managers
(say) 100 brands - leave to junior brand managers to report in to various levels of management, depending on market size, but not to the CEO
Then an inconvenient realisation grew throughout the 1980s. Leading brands were no longer just consumer propositions but the company's primary communications channels. Moreover, it was posited that these brands had become the company's most valuable assets because they were the first reference points in consumers' minds in crowded markets being joined by a glut of equally able competitors (including many whose business was becoming more international than conventional marketing segmentations had recognised).
Imagine being a CEO in this situation. If you take all of the above seriously, you are likely to start a major re-organisation so that the customer management of your main brand equities is reassigned to more senior people. This requires a lot of effort and dotted lines coordination between managers of country, product and brand become quite complex.
While people get to grips with this, some mistakes are quite likely to happen, but in your view a stronger organisation makes all of this worth doing.
You have just asked everyone in the company's headquarters and local offices worldwide to learn this new complex matrix of responsibilities, and then somebody has the nerve to come along and say "hum - that's only a small part of the job that needs to be done to relearn brand organisation". Imagine the pain of it all.
Well, as neither author nor co-workers are CEOs of such a company, we cannot do that. As carriers of the "hum" message we can however tell you what happens next. Quite often we get shot at - but that's a way of life for a messenger - and we do try to empathise with the shock we have brought. On other occasions, we get asked for a view of what to do next. So here goes.
Everything henceforth stems from recognising that the brand process is not just about consumer proposition or your communications channels to external customers. Some
of the brands you select must be much more. These high level brands must be what everybody in the company organises around to input:
·all their added value talents,
·daily service perspiration,
·and other kinds of communal learning.
As a direct result, top level banner brands can then be leveraged as reflections of corporate core competences, your leadership visions and everything else that your corporate reputation stands for. This can include planning who you will partner as well as who you will compete against. This also involves what societies your company as a global neighbour most impacts environmentally and economically.
Seen from this viewpoint, top level brand scripts must be, at least lightly, edited by the CEO. Even if you have never projected the company as a consumer brand, your reputation is out there globally and locally, in a way that one severe organisational crisis could destroy more tangibly than a meteorite falling on your corporate HQ. That's a fundamental corporate moral of living in our era of global village media and corresponding competitive communications.
Real brand organisation learning will need the dedication and curiosity of everyone in the company. But the following preparations need to be made by the CEO or those who share with him/her an organisation-wide remit.
Pilot an internal communications system until the CEO has at least top level editorial control over the whole brand architecture. Do this by first finding a format which works for 1) your corporate reputation and 2) a few of your most important brands. Put special teams on this to script the details but in a way that the CEO can quickly read and "edit the future" for:
·opportunity and risk to corporate goodwill
·alignment of direction with that of inter-related investments such as the company's core competences
We believe that the system you will need will be similar to Brand Chartering at least to the extent that it integrates the six keys mentioned earlier and embodies the process philosophy of integratedly editing the future into a topline script.
If developing such a system sounds like involving the CEO in a lot of extra work merely to avoid excess risk, then think of it another way. Now you have your brand organisational learning tool in place, the CEO can prioritise "do now" goals for teamworkers who everywhere impact the brand. For the first time the CEO and the company share an internal media in which strategic intent and implementation coalesce; organisational evolution to leverage change and the proactive detection of external information that leaders need is integrated in one and the same process. And you will discover many other integrated strengths that come from a communal direct line of communication from top to bottom of the company focused on its most dynamically valuable asset - the brand.
Ultimately, "Brand Chartering" - as an organisation-wide learning tool - works to ensure leadership, control and communal feedback all in one up-to-date exchange of employee knowhow.
Furthermore whilst this chapter has been concerned to show how business teams can learn to brand all intangible (learning) assets as more than their parts, opportunities to integrate tangible assets into the corporate foresight are also worth seizing. For example the following advice is included as part of a case study in the video course materials for Globalisation by Kenichi Ohmae.
World Class Operations
In this context, the approach to facility location is a response to the projection of future conditions, not current competitive issues and resource prices. It is made by a CEO focusing on marketing, product and operational issues, not by a manufacturing executive concentrating on direct labor rates. The decision is based on the capabilities that conditions in the new location could help the company to build not on the conditions themselves.
The goal of this strategic approach to facility location is to build a network of capabilities, rather than just a network of facilities. This network is specifically designed to support the company's business and market strategies on a continuing basis. It is structured as much for what it can "teach" the firm as to take advantage of external location resources. It is dynamic and maintained as an ongoing element in a company's strategic plan.World Class Operations - Building competitive advantage though a global network of capabilities, Andrew Bartmess and Keith Cerny, California Management Review
Summary
Brand Flow/Team Networking is currently one of the most exciting aspects of the practice of Brand Chartering. There are two big "Buts".
But 1: Team Networking does not happen in a sustainable way unless organisation is newly structured to facilitate it. Ditto for winning at brand organisation. It makes sense to harness both of these initiatives at one and the same time together with anything else the CEO wants to put on the architectural agenda of becoming a learning company. We have discussed the importance of preparing learning tools:
· on brand organisation
· on other knowhow (intangible) "dynamic" assets which need to accumulated and leveraged over time
These then need to be integrated into the working practice of everybody in the organisation top-down, bottom-up and side to side. Key principles for implementing this have been summarised. The CEO must take the lead in developing an "edit the future culture" and we have suggested an approach. Something like this is urgent because the main window of opportunity for brand organisations to define "glocal" added value chains will not extend far into the new millennium. We advise CEO's to adopt Nike's slogan now : "just do it".

But 2 : We still have a lot of work to do within the covers of this book on Brand Chartering. We need to dig deeper into ideas on how to bring internal communications architecture to the company ( eg Chapters 11 to 15) as well as external marketing communications prowess ( eg Chapters 1 to 7, 9). We need to refresh creativity as well as pride in leadership, and this needs to be instilled into every employee who serves a brand. We also need to train people to catalogue potential changes to conventional wisdoms of old brand management. Where is there most danger of well-intended operating guidelines becoming destructive inertias in the context of the brand learning company? A good starting place is to champion every way in which top level brands do much more "connecting up" than targeting. It should be anticipated that this will turn some executional rules of the brand's marketing brief upside down, as we will see in the next chapter. 

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