BRANDING
WHOLE SYSTEMS THINKING
- Stephanie +
- Midjourney
- 2024
- 10m read
Beyond the logo: How a whole systems thinking approach to marketing can transform brands and drive growth.
With its origins in the sciences, whole systems thinking is a versatile approach that can be used to discover where a brand sits within the problems it is trying to solve for each set of customers and stakeholders. Conceived in the 1950s, the concept has its roots in systems theory, where it has been applied in fields like biology, engineering, government, healthcare, education, and business.
Essentially, it is used to solve complex problems, such as understanding the interconnectedness of water, energy, and food systems to address resource scarcity and security challenges. Or in the design of smart cities in order to create more efficient, sustainable, and liveable environments in order to meet the needs of the ever growing urban environment.
What is whole systems
thinking in branding?
01
A brand is the sum of all its parts, irrespective of what an organisation does or the sector it operates. It’s a complex and some would say living ecosystem of elements such as values, identity, tone of voice, design, messaging and customer experience.
This complexity is compounded by the increasing number of multiple channels to market, touchpoints and greater choice facing an acutely more savvy and sceptical customer. These groups are also considering brand purpose, social values, and authenticity when making choices and can quickly amplify any shortcomings.
Traditional linear thinking in marketing goes something like this. Each function (product development, marketing, sales etc.) has a narrow focus and follows a logical step-by-step process. Each does their own thing to the best of their ability, often disregarding the other parts of the value chain. The associated metrics are simple and quantitative – sales, gross margin, cost per customer, etc.
However, this siloed approach can lead to missed opportunities and ineffective strategies because of the limited understanding of the interconnectedness.
A whole systems approach takes a broader view, recognising that cause-and-effect relationships are often complex and non-linear. A seemingly minor change, like a shift in pricing strategy, can trigger a chain reaction impacting sales and consumer sentiment.
It also moves beyond isolated metrics to a more composite set of KPIs such as customer lifetime value, net promoter score, social impact metrics, brand sentiment analysis, innovation rate, and ecosystem health index, all designed to reflect overall brand strength and resilience.
For a brand or product to draw out compelling narratives that resonate, it’s important to identify how they are perceived in your target market generally and by your Ideal Customer Profile (ICP) specifically.
One NGO working in Mozambique to improve population health, for example, gave a community mosquito nets as a method of malaria prevention. The community opted to use the nets for catching fish instead.
The unintended uses of a product or service can derail an organisation’s attempt to solve a problem and, like in the case above, unintended interpretations of a service or product could be more impactful or meaningful to the community it’s designed for.
Core principles of whole systems thinking
Case study
LEGO
evolving a brand
for the digital age
From a humble carpentry workshop in 1932, Lego remains a global icon of creativity and play. It achieved this by consistently adapted, embracing new technologies and partnerships while remaining true to its core value of playful learning.
Recognising that they needed to evolve with the digital age, the expanded beyond traditional bricks, introducing digital games and augmented reality, whilst partnering with popular franchises like Star Wars and Harry Potter.
In addition to this, they fostered a vibrant online community of enthusiasts, with a platform that fostered creativity.
Today, Lego maintains its relevance and appeal to both children and adults alike and stands as a testament to the importance of adapting to change.
02
How to apply
whole systems thinking
to branding
Normally in the early stages of any project, we look to uncover the connections that form the experience for a customer, user, partner, or employee because it is usually these that create or reinforce perceptions. Tackling one problem at a time may have unintended consequences or miss out on vital details.
It works by removing layer after layer, in order to uncover the systems that contribute to how things are being perceived and what it is that the audience needs to know and want to hear and feel.
As such, it’s useful to break down the factors that have contributed towards the current situation. You analyse the relationships between the elements and consider, through research and stakeholder participation, how solutions can impact communities.
This interrogation of interconnected elements and relationships actively seeks out the voices of those impacted at every stage of a brand’s journey.
The model encourages exploration, analysis, and evidence-based decision-making while mitigating negative consequence, and potential conflict.
eg
NETFLIX
a masterclass
in adaptability
Founded in 1997, Netflix was a humble DVD by post service – a challenger to the likes of Blockbuster. Within ten years, they launched their streaming service, fundamentally changing how we consume film and TV and transforming itself from a niche player to a leading global entertainment brand.
They did this by identifying the interconnectedness of three key elements – content, technology, and audience.
They transitioned from purely licensing films and shows to producing original content such as House of Cards and the Crown, understanding that unique, high-quality programming would differentiate them and attract subscribers.
They invested heavily in their streaming platform, ensuring a seamless experience across devices whilst leveraging data for a permanent feedback loop in order to understand viewer behaviour and personalise their recommendations.
In expanding globally, they introduced new programming and experiences to a wider audience. Squid Games, the first global K-drama success, and one of their biggest two way phenomenon, bears testament to this and sparking a rise in Korean culture.
Netflix disrupted the entertainment industry and continues to innovate to remain relevant in a now crowded space. In 2010, Blockbuster filed for bankruptcy.
Mapping
Start by building a cross-functional team for the exercise. This helps create a better understanding of others’ perspectives. Encourage open communication by creating a safe environment. Next, ensure that individuals and departments are aligning goals to discourage competition. Finally, celebrate success together as a team rather than individually.
Visualising the complex nature of the parts is a helpful exercise. There are various online tools but a pen, paper and post-its will often suffice.
Begin by listing all stakeholders – whether they be groups, organisations, and individuals that interact with your brand. These could be customers, partners, suppliers, shareholders, competitors, regulators, employees, and other relevant groups.
Next, list the factors relevant to your brand and business. Categorise these factors as follows:
Information: This includes market research, media coverage, customer feedback and internal communications.
Resources: This covers the key areas of the business’s operation from finance the business activities; human resources; production and supply chain and infrastructure.
Influence: This looks at how you manage the external brand reputation with all stakeholders. Could you leverage partner and strategic alliances? How important is advocacy and influence?
Impacts: You will need to consider environmental and social impact in how the brand contributes to the wellbeing of society. How is the brand shaped by cultural trends and values? How does the brand have to meet regulatory and compliance requirements?
Once you have that, you are looking to create the visual map. Start by placing your brand logo in the centre, surrounded by the stakeholders. Outside of that, place the key factors. From there, you will draw arrows to show the flow of information, resources, influence, or impacts.
Consider how each stakeholder interacts with the other and with your brand. Identify conflicts and synergies and seek opportunities for collaboration, patterns, and recurring themes. Identify those stakeholders that have the most significant impact on your brand.
Identifying key leverage points
Pinpoint areas where strategic interventions can yield the most significant impact. Called leverage points, these are the places where slight adjustments can create ripple effects that unlock new growth opportunities, improve efficiency, and strengthen your brand’s resilience. These include:
Bottlenecks in areas like information flow, decision making, or resource allocation.
Individuals or groups that have a disproportionate influence
Feedback loops and how they flow within your ecosystem.
Constantly test and iterate with these leverage points to see how minor changes can impact the system.
Measurement of brand performance
Use this evidence base as your decision support tool and regularly evaluate progress and adapt accordingly.
In conclusion, while complex or wicked problems don’t always require complicated solutions or explanations. the traditional model of branding is becoming increasingly obsolete. Consumers demand authenticity and transparency and purpose combined with more sophisticated and personalised interactions and more experiential marketing.
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