There is no doubt that today transformation is more relevant than ever and that organizations must build the necessary resilience to serve their
in the midst of the continuous changes that alter the world. We are immersed in a future that has become a present that requires a concept of transformation that helps bring clarity, focus and experience to the pitch.

Although the context of transformation in companies has changed dramatically, if we look at it in more detail, the essence has not.

There is still a need to address corporate culture as part of an effective transformation, because business is not made by its products, but by people. It is clear that while the functional or material aspects of any product or service are easily copied, the knowledge, experience, talent and feelings of the people who make up the Organization are much more difficult to copy, so therein lies an important competitive advantage.

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Positioning and brand culture

At the heart of the brand lies the foundations of its own culture that is transmitted internally and externally. For this reason, today more than ever, brands need to review whether their value proposition is in line with what society demands. Let’s think that Companies can be valued in economic terms by their shareholders, but citizens value them based on their perceptions built by the ideals they transmit and by the set of their interactions with them.

Thus, the success of the transformation depends on aligning the company’s DNA, with its own culture (often little worked), with derived behaviors, using the power of communication to drive change.

At Branward we defend a model, which we call the 3Cs, where it is necessary to align each of the C’s to achieve success.

Balance is achieved by structuring the equation from the Brand, which is not a logo or a product, it is a meaning of everything that the company projects from its own DNA.

  1. Culture: It gathers our essence and permeates it throughout the Organization and to the outside. It makes it necessary to link stakeholders by forming a system of Shared Beliefs. To do this, employees need to understand how the brand brings value to customers, what are the elements that differentiate it from the competition, and how the brand’s personality affects relationship building. The

    Employer Value Proposition

    (EVP) is a fundamental tool to achieve this.
  2. Behaviors: It includes all those attitudes that the brand will have towards its stakeholders, derived from transforming concepts into tangible facts. Here it is necessary to interpret each personality trait and give it a practical meaning according to specific values. For example, if we say that we are sincere, what are the implications of sincerity in the relationship with colleagues or with customers? It requires integrating concepts that positively influence the fulfillment of the objectives set. Let’s remember that We may forget what they say to us, but not how they treat us.
  3. Communication: Although we all understand the power of communication, it will not contribute to generating brand strength if it is not born from the very essence of the company and acts as a vehicle for transmitting a specific meaning. This is the only way you will be able to convey confidence. It should be stressed that it is very important not to underestimate the role of internal communication, often the great forgotten in favor of advertising. Communication is responsible for establishing relationships, promoting experiences and dialogue, enhancing the set of emotions that give life to the brand.

If we want to win the game, we have no choice but to align each component properly. Everyone who likes football knows that Messi alone won’t win the Champions League!


Carlos Puig Falcó

CEO of Branward