_

How are brands such as Amazon, Facebook, Tesla, and Salesforce doing?  These brands were among those I had flagged last December as “Brands to Watch in 2018,” my most popular post of last year.  Given that a very eventful six months have passed, it seems appropriate to provide updates on how these “brands to watch” […]

_

Early results from the Brand-Culture Fusion Assessment show that the workplace culture at many organizations isn’t aligned with their desired brand identities.  In other words, many companies aspire to be perceived a certain way, but the way they operate doesn’t support that aspiration. […]

_

LinkedIn Top Companies 2018 list, published just a couple of weeks ago, includes the companies that we all expect (#6 Apple and #46 Starbucks); but it also features some surprising ones, including Uber (#12), Dell (#17), and PwC (#25).  So I conducted an analysis to see if there are any commonalities among the list of […]

_

It’s launch day for my new book, FUSION: How Integrating Brand and Culture Powers the World’s Greatest Companies!!   Get your copy here. Check out this introduction: […]

_

If you want to know which comes first,  employees or customers, Donna Morris will answer “both.”  As the EVP of Customer and Employee Experience at Adobe Systems, Morris spearheads efforts to attract, engage, and develop employees and customers.  Moreover, these efforts are well-integrated and aligned.  In a recent interview, Morris outlined for me some of the primary ways she fuses […]

_

Leaders of great organizations have tremendous clarity about the brand identity they aspire to embody and about how to cultivate an organizational culture that enables them to achieve it. Jeff Bezos has made the Amazon brand synonymous with innovations that delight customers by cultivating a culture that doggedly pursues those innovations. Richard Branson has created […]

_

When Viad Corp.‘s Travel and Recreation Group undertook a re-branding in 2016, there were several objectives for the transformation including identifying a new name.  Instead of delegating the undertaking to the marketing department, as most organizational leaders would, President David Barry believed the most fundamental element of the transformation was employee engagement with the brand.  […]