Time spent alone rose sharply between 2010 and 2023, and researchers find the shift is largely voluntary. This essay argues that brands helped remove the friction that used to force people together, and that they can help put some of it back.
An article proposal arguing that the shareholder and stakeholder debate is a false choice, and that the intangibles most leaders cannot measure account for most of what their business is worth.
IRG’s founders argue that the conversation about marketing’s declining influence is out of date, and that what the world now needs lines up with what marketers are trained to do.
Purpose is used in three different senses, and most companies pick the wrong one. A framework for deciding which fits your business.
Shareholder capitalism lets strong results in one area cancel out weakness elsewhere. The authors argue that in a multistakeholder system the weakest performance sets the ceiling.
IRG’s founders argue that what the world now needs from business is exactly what marketers are trained to do, and that this is the moment to take responsibility for it.
The IRG founders argue that what the world now needs and what marketers can offer have converged, and that this is the function’s Ikigai.
The published letter from IRG’s founders to the growth leaders starting the third IRG100 program, arguing that marketing’s moment has arrived and that the case for it is now financial as well as moral.
A strategy article arguing that companies are social entities in an ecosystem of value exchange, with worked examples from suppliers, distributors and communities.
An argument that the choice in commerce is not between the human touch of the past and a frictionless technological future, with three dimensions of a humanized experience and five things a brand can do about it.
