Why brand-led culture change now?
We could all learn a lot from the common dung beetle. In setting the context for
Sustainable Brands™’ Brand-Led Culture
Change
event this week, Etienne White,
Lead of SB’s CMO Sustainability Accelerator, pointed to Earth’s original
recyclers — who literally take the waste of others and disperse it. And as they
disperse it, they fertilize the ground, spreading vital nutrients to feed the
soil as they go. “Dung beetles are resourceful,” she says. “They’re taking on a
big challenge; much bigger than them. And they are not doing this work because
the sky is falling down and there is widespread panic — they are doing this,
because this is their purpose.” She hoped the event would showcase more brands
acting like the dung beetle.
On hand for day one’s plenary session to illustrate how and why brands are well
placed to initiate culture change were Jason Burnham, Founder of Culture
Design, Camilla Van Grembergen, Trend Analyst
at TrendWatching; Sille Krukow, Nudge &
Behavioral Design Expert at Krukow Behavioral Design;
and Ruth Harper, Chief Sustainability and Communications Officer at
ManpowerGroup.
Burnham highlighted the need for brands to ‘show up’ during uncertain times to
support the communities they serve — something that can build trust and
empathetic relationships between companies and customers, and helps brands
thrive. “Successful culture change requires an understanding of current cultural
beliefs, values, stigmas, and sensibilities, and meeting people where they are
in their learning journey,” he said. His advice: Focus on identifying those
actors and stakeholders you can leverage for coalition building and activism
(social and political) as well as change management. “[Your beliefs as a brand]
are shaped by the relationships you cultivate, and the experiences people have
with your organization, and your products and services.”
Van Grembergen reinforced the need for brands to track consumer trends to enable
them to play a key role in creating a more equitable society. Consumers are
“lavishing love and attention” on brands that are moving beyond words turning
social pledges into
action.
In a period of high inflation, UK retailer
Iceland has started to offer
over-60s a 10 percent discount on food on Tuesdays to help cushion the blow.
“It’s a sub-trend, known as First Responders. This is about brands leveraging
their resources to act fast in a moment of crisis,” she said.
Harper gave a moving presentation explaining how ManpowerGroup has reacted since
the outbreak of the war in Ukraine. The company places 2 million people into
work every year; and it has been using its huge global network to provide job
opportunities, financial resources and basic support to Ukrainian refugees.
The audience were then treated to a raft of great examples from Krukow,
exploring how brands can make it easier for consumers to make better decisions
in their purchasing and everyday
activities. As she explained,
human behavior is driven by two systems in the
brain:
“System 1 happens subconsciously, as a reaction to the design of our
surroundings. System 2 is when we’re able to translate knowledge and information
into a change of habit.”
If we want to change consumer habits fast, brands must hack into System 1
behavior and alter our surroundings in ways that make it easy to opt for more
sustainable decisions and behaviors.
The power of product labels to drive consumer behavior
Speaking of changing behavior, the next session explored the latest in the
ongoing debate about the value of consumer product labeling.
Whitney Dailey, EVP for Purpose at
Allison+Partners, set the tone: “The demand for
information on packaging has certainly existed for a while. So, there’s a lot of
head wind in this space. But there’s also work to be done,” she said.
According to Flora Ekpe-Idang, Senior Marketing Manager at Target, the
last two years have created even more demand for labeling — a point echoed in
SB Brands for Good’s latest Socio-Cultural
Trend Tracker
research,
which examined product labels as a key influencer of consumer purchasing
decisions. “With the pandemic and during everything that's happened in our
political society, more people want to shop their values,” she said.
Adam Werbach, Global Lead for Sustainable Shopping at Amazon, agreed.
Labeling has gone from fad to trend to movement to a paradigm shift, he said.
“We’re at a generation of time where folks have been identifying more
sustainable values in products, and now customers expect them. For example,
people just walk into a Whole Foods store and they expect every product to
either have a label or be part of the restricted substance list. The challenge
now is to take things to the next level — to ensure labels and certifications do
not just have the environment in mind, but also social issues. There are changes
to be made as we move into a more digital world — a world where customers can
have more transparency instantly and can go all the way back to the supply
chain
to make sure there’s no poor labor practices [involved in products].”
Cashion East, Director of Analytics at Higg, added that
he could see a time in the not-too-distant future where sustainable product
labels moved from being a voluntary to mandatory entity. “We’re at an inflection
point…and we’re starting to see rapid changes in the regulatory environment,” he
said.
Dailey made the point that, increasingly, labels are not the reserve of big
brands. As the B
Corp
movement has shown, small brands are seeing the value of having certification
attached to their products, services and stores. “It’s been fun to see this
evolution and to see how big and small organizations are leveraging labeling
consumer experiences to make sure they’re able to provide the information
consumers are seeking.
East warned of the dangers associated with labels in fueling greenwashing — as
people start to dig into the data behind labels, it is putting more pressure on
labeling schemes, he said. “Good product labeling has to have a dynamic,
evolutionary piece built into it; because as more information is available,
brands are disclosing more to consumers, and regulatory bodies are starting to
advance legislation, the details become very, very important.”
It is a challenge Ekpe-Idang is all too aware of as it becomes easier for
consumers to look up information on the web. “You can easily follow the trail
and find out where things are sourced. Who is the person behind it? How is it
helping a community?” Amazon’s design philosophy when it comes to labeling is
“progressive
disclosure,”
Werbach says. “We show customers as little as they need to make the decision
they want, but give them a chance to go all the way back [to find out more].”
Crucially, labeling needs to be more than just “slapping something on a product
and expecting consumers to understand the nuances of what that means,” as East
put it — it really must be part of a broader program of storytelling and
ensuring the verification and validation of labels and certification is sound.
“It’s important to acknowledge the complexity of labels. It may take some time
to bring everybody together and communicate the nuances of what you’re saying. A
strong verification program is really important for building trust.”
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Content creator extraordinaire.
Tom is founder of storytelling strategy firm Narrative Matters — which helps organizations develop content that truly engages audiences around issues of global social, environmental and economic importance. He also provides strategic editorial insight and support to help organisations – from large corporates, to NGOs – build content strategies that focus on editorial that is accessible, shareable, intelligent and conversation-driving.
Published Jun 8, 2022 2pm EDT / 11am PDT / 7pm BST / 8pm CEST