Hitchhikers_Small

By Laura Müller

We all know the situation: Somebody calls for a brainstorming session about a vague topic. Some people are late, maybe some have to leave the meeting early, so the actual time to brainstorm is way too limited. During the meeting the exact task is not clear, so people may just sit there and chitchat. In the worst case, people kill alleged crazy ideas due to the budget or technical reasons. So in the end, you’re left with mediocre ideas that satisfy no one.

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ChineseBrands_Header

By Mauro Marescialli

I recently came across an interesting article on the AdAge website talking about the difficulties Chinese brands face in their attempt to go global. Some of the reasons listed included the often-cited, thorny issues with the “Made in China” stigma (cheap and unsafe), shaky brand identities (often irrelevant once outside of China), and the fact that expanding abroad is an inherently difficult challenge to undertake for any enterprise.

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By Alexander Haldemann

It’s been ten years since the launch of General Electric’s multi-billion dollar green brand initiative, Ecomagination. A decade ago, GE was considered to be one of the worst polluters in the world — an environmental dinosaur from the industrial revolution. In green circles GE’s name was tarnished, conjuring images of greenhouse gases and toxic waste sites. It seemed no one would forget their notorious polluting of the Hudson River with toxic chemicals for almost three decades after WWII.

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By Molly Davis Lind

There’s a new startup on the block that is rocking the sleep world – and the brand world.

Casper believes “we are how we sleep” and offers a mattress-in-a-box solution that meets “the Goldilocks standard of ‘just-right’” firmness. Selling between $500 and $950 a pop, shipping is free (and delivered via messenger bike in NYC). Customers can try the mattress for 100 days with no strings attached. But what’s really riveting about Casper is not the product (truth be told: I haven’t tried it) but the actual brand.

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MetaDesign foresight futures thinking

How do you strategize, innovate and plan in a rapidly changing world? The field of strategic foresight has emerged over the last fifty years to cope with this pressing question. Once the purview of elite decision-makers, this field is being “democratized” and opening up to more people than ever.

Contrary to conventional thinking, good foresight is less about prediction and more about learning skills to anticipate and adapt to multiple scenarios. While we don’t know what future emerge, the one thing we can control is our own thinking and how we respond to change. Most importantly, good foresight is about shaping the future we want to see.

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