Strategy and Sausages:
A British Strategic Planner in Germany
Tuesday, 15 October 2019
The Purpose Onion
It's inevitable, I expect, with Purpose proliferating all over the world of marketing and business, that we should brace ourselves for a plague of Purpose Models to replace the crop of Brand Onions, which are slowly slipping off the boardroom walls and mouldering in corners.
It's over ten years since marketeers and consultants started raving about Simon Sinek and his Golden Circle. (Guilty) Although these days, I look at the Golden Circle and see it for what it is: an onion with a big "Why?" bunged in the middle.
In the past, personal development and coaching has borrowed from the world of brands and marketing. But now this field has leapt ahead (yes, I know a leaping field is a slightly tricky mental image) so far that the marketeers are borrowing back.
But besides the fact that brands and people are not interchangeable entities, which is my hang-up about Lovebrands and Brand Loyalty, there's another issue with these Purpose Models. Whether an onion or a lotus bloom, the thing that sits in the middle is doing just that. It's sitting, trapped, suffocating from all the layers and blah around it. Purpose should be actionable, something that directs, a navigation needle.
By the way, if I try to squeeze myself into a lotus blossom, all the petals fall apart. Probably another slightly tricky mental image.
When I was little, I wanted to be a spy. I got off to a good start, studying Psychology at Trinity College, Cambridge but somehow got side-tracked into the wonderful world of advertising and marketing.
My children's books: