Most strategic plans are designed to allay fears, not drive success.

1. CHIEF
BRAND
OFFICER
THE PROBLEMs WITH STRATEGY...
... And This Is NOT
What You Think It Is
... can be solved by a

2. Few businesses understand
STRATEGY

3. OF FIRMS MAKE STRATEGIC DECISONS
WITHOUT A FORMAL PROCESS74%
& fewer have a viable one.
OF FIRMS MAKE STRATEGIC DECISONS
WITHOUT A FORMAL PROCESS
OF FIRMS MAKE STRATEGIC DECISONS
WITHOUT A FORMAL PROCESS

4. Vision, mission statement, charts and graphs,
Carefully constructed, many hours of work
Sitting on a shelf in a binder, waiting……
Yet,
If you do have a
strategic plan….
Sound Familiar? (Be Honest)
Banks love these,
Entrepreneurs...
not so much
Vision, mission statement, charts and graphs,
Carefully constructed, many hours of work
Sitting on a shelf in a binder, waiting……
Vision, mission statement, charts and graphs,
Carefully constructed, many hours of work
Sitting on a shelf in a binder, waiting……

5. ...When was the last time your
was referred to?
used to make a decision?
taken off the shelf?
strategic plan

6. Are you where you think your firm should be following
your exsting planning method?
OF FIRMS WITH A STRATEGIC PLAN
DON’T IMPLEMENT IT70%
How many people in the company have a copy?
Understand it? Use it?
Is your organization making the right decisions to
get there?
Strategic plan in action?
OF FIRMS WITH A STRATEGIC PLAN
DON’T IMPLEMENT IT
OF FIRMS WITH A STRATEGIC PLAN
DON’T IMPLEMENT IT

7. What’s wrong with having a
STRATEGYbased on a strategic plan?

8. Overestimates ability to predict the future by looking at past
Keeps them in a cycle of plans tied to budgets & calendars
Is designed around what they can control
Binds them to the status quo
Equates brand to a tactic
SO WHAT?
follow a standard process that
Most Organizations

9. This Standard Strategy Process
Is Designed
...Not Drive Success.
TO ALLAY FEAR...

10. TO DRIVE
SUCCESS...
Market Growth
Employee Development & Retention
New products
Increased Revenue
Operational Effectiveness
Decreased sales cycles ...

11. Brand-based
Strategy
...move to
Not Your Logo,
Tagline,
or Website

12. Establishes strategy
Becomes the basis of decision making
Defines relationships
Moves firm from business plan to business model
BRAND
Your Authentic

13. CHIEF BRAND OFFICER
STRATEGYbased on authentic brand
is developed by your
Not design,
not creative
Independent
functional role
Part of Exec
Team

14. Leads organization’s brand
Defines it
Leads culture to understand, embrace
Champions Brand Experience
Researches - evidenced based
Drives it
A

15. Leads the business model
Defines it
Moves to Business Model Canvas
Establishes new KPI/metric
Develops Strategic Partners
Drives it
A

16. Leads innovation
Defines it
Researches - evidenced based
Leads organizational collaboration
Works cross- functionally
Drives it
department
discipline
A

17. A Chief Brand Officer
is Like A Head Chef
They Don’t
Run The
Restaurant
They Just Make It Work

18. BRAND-BASED STRATEGIES DRIVE
OUTCOMES

19. Grows an entrepreneurial mindset
Engergizes innovative culture
Improves operational results
Retains the best talent
Improved decision making
OUTCOMESstart on the inside

20. Increased equity
Unique differention & positioning
Strategy for “blue ocean” efforts
Improved sales/marketing results
Stronger partnerships
OUTCOMESfinish on the outside

21. CHIEF
BRAND
OFFICER
THE PROBLEMs WITH STRATEGY...
... can be solved by a