No Soul

It’s easy to assume that a well-recognised brand is a valuable one. In boardrooms and leadership teams, there’s often pride in a polished logo, a clever slogan, or a consistent visual identity splashed across everything from business cards to stadium billboards. But a recognisable brand is not the same as a strategic brand. And in mistaking the two, many organisations leave immense value on the table.

The heart of the problem lies in a fundamental misreading of Marketing’s role. Too often, it’s seen as a promotional tool — good for generating leads and running campaigns — but rarely invited into conversations about corporate purpose, culture, or long-term direction. The result? A brand that might look impressive on the outside but lacks coherence or authenticity inside.

An authentic corporate brand isn’t just what you say to the market. It’s who you are. It’s the shared values of your people, the clarity of your purpose, the tone of your culture, and the consistency of every experience you offer to customers, partners, employees, and investors. It’s not a paint job; it’s the architecture beneath the surface. And when there’s a gap between what you say and how you behave, people notice. That’s when cynicism creeps in, engagement fades, and reputations erode.

As a coach working in organisational culture change, I’ve learned this: if your internal culture is strong, with three or four signature behaviours shared by everyone — from the CEO to the newest recruit — then that’s your brand in action. It’s the clearest signal that your business has a soul. And it does more to shape reputation and loyalty than any flashy ad campaign ever could.

This challenge is particularly acute in the financial services sector. Many legacy institutions still trade on size, heritage, and institutional trust. However, during periodic financial crises, the cracks become apparent. Public confidence plummets, and generic branding based on gravitas and hubris can’t rebuild the trust that had been lost. The sector is often exposed, with brand identities that are well-known but not well-loved.

Into that gap has stepped a wave of Fintechs. With no legacy to rely on, they are building brands from the ground up: values-based and user-centric. They understand that brand isn’t a label; it’s a lived promise. And they design their cultures to match.

In 2025, the opportunity is clear: to elevate the corporate brand from cosmetic to strategic. To build brands that are not only recognised, but liked and valued. And to use that brand as a lever for growth, loyalty, and culture from the inside out.