Grant Johnson

If you haven’t revisited your brand architecture in more than a year, it’s likely what you’re building is a façade, rather than reinforcing a foundation. Because technology and innovation are inextricably linked, tech companies are continuously introducing new products and services, and in most cases, adding brands and sub-brands into their product portfolios. Over time, even a sound architecture can begin to crumble under the strain of too many overlapping brand layers. It’s not as if tech marketers are trying to create brand disorder and chaos, it’s just that inattention to brand architecture necessarily results in inefficient brand structures. When I was at FileNet (now part of IBM), the company had already made a smart decision to consolidate disparate brand identi... (more)

Technology Brand Development Essentials

Having created and shaped several successful brands over the past decade, including FrontBridge (acquired by Microsoft) and FileNet (acquired by IBM), there are a few fundamentals that are key to successful brand development.   It has to start at the top with the CEO supporting an investment in branding and disciplined brand management.  Without that, it’s a non-starter.  Given technolog... (more)

Pick the CEO, Not the Company

Most organizational experts will tell you that when joining an organization, the company's culture is the key to determining whether you will thrive or suffer in a given work environment.  While this is true for a mid-level manager or individual contributor, the closer you get to the top, the less a culture matters and the more the CEO's leadership and management style impact your work s... (more)

Selling the “Strategy Imperative” to the CEO

Given all the pressure to deliver "in quarter" results, it's becoming increasingly difficult to get executive attention on strategy formation and/or re-examination.   Executive energy is largely consumed with driving operational excellence and available "cycles' are devoted to sales and growth initiatives designed to drive near-term, measurable improvements in sales and/or profitability.... (more)

The #1 Success Factor for CMOs: Leading Change

  The #1 Success Factor for CMOs: Leading Change   This past spring, the CMO Council issued a press release about the “DNA of a CMO, “ stating: “among the most essential qualities, a CMO must be: a visionary & thought leader; a strong business driver; able to secure executive support & foster cross functional relationships; customer centric; competitive strategy guru; and a brand advocat... (more)