The Marketing Leader Who Operates Like a CEO
How marketing leaders at Diageo, Unilever, GSK and American Express built standing across the enterprise, and why chief executive is treated as the next promotion.
Publication Type: <span>Article</span>
Building Marketing Capability, Then Letting Go
What a global marketing organization has to build — shared language, skills, planning tools — before it can hand a concept to a local team and step back.
Structure Follows Strategy in Global Marketing
Role clarity, not role breadth, is what makes a global marketing organization work — with the benchmarking numbers, four models for the center, and the rules that make a redesign stick.
Focus, Funding and the Second Year
Where long-horizon brand work loses to short-term spend, why the second year decides a launch, and what shared metrics between global and local teams change.
Inspiration as a Discipline of Brand Leadership
Inspiration handled as a management discipline: the purpose, the tight brief, and the internal engagement work that releases energy most organizations never ask for.
Staying Connected Across a Global Marketing Organization
Why global marketing breaks down on relationships before it breaks down on strategy, how markets group by their relationship to the center, and what closeness costs to build.
How Winning Global Brands Are Actually Built
The three characteristics that separate global brands that last, and the five organizational drivers that decide whether a sound marketing strategy ever reaches a market.
Making Marketing’s Case Inside the Company
Marketing’s credibility problem inside its own company: what colleagues actually think of marketers, why the old defense of unmeasurable spend expired, and what leaders did about it.
Hope as a Working Framework for Brands Facing Uncertainty
Optimism is not believed and pessimism is not heard. This piece argues for hope as the third option, and sets out four ways to make it tangible.
The Age of Solitude: Why People Are Choosing to Be Alone
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.