Chapter 01 -
When and What to Change?
Considering change is the only constant the obvious answer is—always. We live in a world where technological and historical shifts transform human behavior, redefine competitive arenas, and reshape companies and societies. Everything is changing at an unprecedented pace, and those who won’t adapt, can ask giants like Kodak, Blockbuster and BlackBerry how it all ends.
Considering "change is the only constant" the obvious answer is—always.
We live in a world where technological and historical shifts transform human behavior, redefine competitive arenas, and reshape companies and societies. Everything is changing at an unprecedented pace, and those who won’t adapt, can ask giants like Kodak, Blockbuster and BlackBerry how it all ends.
Thing is, change is unavoidable - the question is how to approach it.
Sometimes change is responsive, driven by a company crisis, external pressure, or a threat to the brand's relevance. In these cases, change becomes so urgent we ditch the plan. It means acting under less-than-ideal conditions, often quickly and under pressure. Smart companies, however, adopt change as a way of life. They approach it from a position of strength, not crisis. They aim to get ahead of the market rather than react to it. To lead, rather than be led.
The key is to constantly assess where improvement and transformation are possible. Within a company, there are numerous areas for enhancement: operational, logistical, structural, marketing, and more.
When we at FIRMA help a company implement change, we examine the brand’s four areas of influence and ask where improvement is possible, or where change is necessary, within each of these dimensions:
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Brand Communication:
defining a clear and focused brand identity with a consistent and aligned message that reflects the organization’s values. A well-defined core idea serves as the foundation for all brand communications.
Product:
understanding the value of your product. Does it meet customer needs? Is it aligned with a developing market and represents our brand values? Clarity regarding the product helps us identify opportunities for developing new products or improving existing ones.
Service:
what is the customer experience at key touchpoints? This dimension examines the quality of interactions with customers at every point—from phone calls to physical meetings, from websites and apps to the design of service spaces, from emails to social media. A thorough review provides valuable insights and creates opportunities for innovation and improvement.
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Organizational Culture:
defining the core values of the organization and the behaviors that drive our employees. Here, we assess the atmosphere, relationships among employees, internal communication, and the ability to fulfill the organizational vision. Understanding the organizational culture creates opportunities to strengthen employee connection and effectiveness.
The purpose of BCI is to focus the organization’s activities on a common goal. It acts as a conceptual anchor for all strategic decisions, connecting the company’s vision and business strategy with the daily actions of its employees.
It creates alignment and consistency across the organization, ensuring that every action supports a clear, shared objective and delivers a cohesive, consistent, and meaningful experience at all customer touchpoints. To conclude: working with the BCI model provides organizational focus and alignment across all areas of the brand’s influence.
Here are a few examples for questions that help us identify where change is needed:
