I attended a corporation’s supplier conference the other day. The intent was great – share future projects, confirm essential, processes, explain funding and support mechanisms for small suppliers to grow, and encourage them to network and seek business opportunities. It was all in synch with the company’s values and a sincere initiative by the SCM team. What was missing?

Simply, the values that SCM lived by were not delivered by others such as Operations and Accounts, which suppliers engage with after a tender is awarded. They didn’t get the memo.

And my thoughts naturally swung to how often a brand’s values fail to reach an organisation’s key entities outside of Brand and Marketing. Given that a brand’s values are evidenced by user experience from many corners of an organisation, this ‘disconnect’ borders on negligence.

Here’s an example.

Some years back, a bank extensively communicated a positioning of ‘Simpler. Better. Faster’.

But the memo was missed by IT, Processes, Operations, and Credit among others. Or they thought it was a ‘marketing thing’. What was said and what was experienced created some dissonance, to be kind, from customers and the market. Millions were spent confirming that they were not simpler, better or faster.

Here are some thoughts to manage the great divide between noble intent and ground reality.

1. More than a marketing slogan.
A marketing slogan is meant to connect with your audience and convey what you truly mean to them. It must be authentic.

2. Enterprise-wide.
In that supplier function I attended, the SCM team truly believed in their values which one could describe as liberating, responsive, and caring. But Accounts, Operations and Facilities were not on the same page. The SCM team took the punch from the audience, and I truly felt for them.

3. Integrate and align.
Whether it’s company, brand values or both, make sure that ALL departments know what they are, and how they can support it operationally so that it can be experienced. Put it in their KRA’s and measure whether they deliver or not.

4. Involve HR
Typically, HR is responsible for an organisations people development and alignment to values. Working closely with the Brand and Marketing Managers, get them to oversee internal employee communications aimed at brand alignment.

5. Executive commitment
If asked, CEOs of iconic brands can rattle their company’s values off. Too often, CEO’s, MDs, CFOs and COOs need to read it from a wall poster. They must know is because the Brand, Marketing or – in this case – the SCM managers cannot dictate processes to other departments, but the executive leaders can and should align their teams.

Gary Hendrickse
CEO
Sherpa brand strategy, graphic design & digital marketing.
gary@sherpa.co.za
sherpa.co.za

Sherpa is an accomplished brand strategy, graphic design and digital marketing agency with a passion for getting the message across internal employee communications.