Publications

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.

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.

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

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 handled as a management discipline: the purpose, the tight brief, and the internal engagement work that releases energy most organizations never ask for.

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.

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.

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.

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.