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Brand Chartering - what it is

The first action learning tool designed to open source the links between a company's brands and intangible assets. The system is designed round aligning employees to energetically participate/interact in value creation through being inspired by how a company's Unique Organising Purpose relates to their working activities. Much of our original research pre-dated intranets, but we'll doubt you'll ever find a simpler or more important system for great online organisation.

The primary components of Chartering's simple knowledge-action system are:

Input: CHARTERING THOUGHTPAD displayed below. We help organisations design in the salient questions for probing the human links between intangible/tacit knowledge and "do now" actions (further notes on this input)

Output: operation organisation-wide of a communally updating LIVING SCRIPT (notes on this output)

Implementation: Chartering's community of practice builds on 1000+ projects worldwide. We share practice experiences geared to introducing Chartering in a variety of emotionally engaging ways, mixing which core organisational flows of human ideas work online or offline, whether the company is global or local, and all major contextual profiles which energise organisations differently... (notes updating from 1000+ projects)

( Further Ref : acknowledgements and latest books adopting terminology launched by the Brand Chartering Community )

Brand Chartering - Test Drive it now

Interactive Challenge: every valuable frame from business management disciplines such as communications, organisational behaviour, knowledge management, strategy, business modelling can be integrated into the Chartering Thoughtpad. If you don't see how to link your favourite professional frames of reference, post us your terminology to mailto:brandcharterig@yahoogroups.com and we'll show you how.

Chartering Thoughtpad Windows <1> to <15> click to 1996 Handbook ; 16 to 20 links to Value Exchange (VE) Business Modeling
CREATE Comm'ns Brand profile	ESSENCE What is the brand's leadership domain, and what is the core connecting message? What would people miss if this brand did not exist? What is the brand's promise? <1>	IDENTITY What inventory of consumer codes are invested in the brand? How is each code actually being leveraged in branding smart relationships? <2>	HERITAGE/ FRIENDSHIP What else carries over from yesterday's relationships with consumers/clients which explains why we are who we are? What effect does past culture have on the future? <3>	FUTURE NEWS What else to "do now" to keep brand newsworthy and fit for competing in future business environments? What sorts of products/services will it have in five years time? <4>	OTHER CREATE What else can (re)create leadership and ensure that we cannot be outpositioned by competitors? <5>
MANAGE actions	MASTER-BRIEFING As the economies of new types of media proliferate, how do we ensure consistently efficient integration of contributions from all of our creative agencies? "Glocally"!? What jobs are the different media channels doing? <6>	QUALITY& VALUE How do we get perceived competitive quality and value consistently right for every consumer and customer with every product and service directed in the brand's name? How do we set goals and measure performance? <7>	FLOW/NET-WORKING As brand formation flows across the organisation, is every department contributing optimally to the success of the brand? Are experts sharing their topline knowhow on process opportunities and risks? <8>	UMBRELLA CONNECTIONS Are we making full use of new marketing rules associated with umbrella and banner brands? Do managers understand how marketing's "rules of targeting" must be balanced by "rules of connecting"? <9>	OTHER MANAGE What else would enhance teamwork and support balanced management of the brand's objectives? Eg how do we appraise managers for what they contribute in the medium term as well as the short term? <10>
DIRECT Investments Innovation profile	BRAND ARCHITECT What is brand's role within brand architecture? (eg corporate brand, product sub-brand?), Is the architecture focused at right levels and suitably interconnected to lead our sphere of business whatever types of world class competitor emerge? Which employees feel threatened if we change our brand archi-tecture?<11>	STRATEGY ARCHITECT Are there any other disconnections between our strategic visions and the totality of our brand architecture? Eg do we have the right core competences? Who will be our competitors and will be our partners? <12>	ORGANISATION ARCHITECT Are there disconnections between our organisational missions, roles, culture etc and our brand architecture? Eg do we set the right performance goals for branding to keep control of the added value chain? <13>	DRAMA OF LEADERSHIP Is the brand's purpose motivating enough and so well understood that everyone in the business team urgently senses what to "do now"? Who is really responsible for the brand's goals? Are we fearless in identifying with the change scenarios that will earn our stakeholders' trust? <14>	OTHER DIRECT What else connects each brand and the brand architecture with prioritised organisational capabilities and strategic competences? <15>
Value Exchange business MODEL VE profile	What value do consumers uniquely want from us? ( If our VE is not already buyer-centric, when & how do we change from being seller-centric? ) How do we build this in as a win-win in our VE Business Modeling?	What value do employees most want from us? How do we build this in as a win-win in our VE Business Modeling?	What value do partners uniquely want from us? Which of these partners do we see as short-term and which long-run? How do we build this into our VE Business Modeling?	What value do the right investors for our Unique purpose want from us? How do we build this into our VE Business Modeling?	Who are the other stakeholders whose relationship loyalty we depend on? What do they want and how do we build them into our VE Business Modeling?
profiles illustrate diversity of deep perspectives of people in same expert networks

External acknowledgements: thought leaders on Value Exchanges include Alan Mitchell, Verna Allee and Don Tapscott