At conferences, management discusses the future of the industry, not its own quarterly results. Journalists and industry organizations ask the company for its opinion. The company invests in research, a white paper, or its own platform—things that aren’t immediately linked to revenue. Competitors adopt the company’s language. Meanwhile, the content often remains product-focused—a brochure listing features—while the industry expects a vision.
First, we look for the knowledge and ideas that will enable the organization to make a real contribution to the conversation within the industry. These are often already present within the organization: in research, in experiences with customers, or among people who have been working in the field for years.
Next, we help turn that into a compelling narrative and communicate it consistently. Not just when a product needs to be sold, but especially at times when the industry is trying to understand what’s changing and what that means.
An organization may possess a great deal of in-house knowledge without the market viewing it as an authority. Research remains internal; experts share their knowledge primarily with clients; and ideas about the future of the industry rarely go beyond a presentation or a conversation.
Meanwhile, customers and industry peers form their impressions based on what they do see. When other organizations consistently publish research, share their vision, and engage in discussions about industry developments, they are increasingly associated with those topics. So, if you want to set the standard, it’s not enough to simply have something to say. The market must also know what your organization stands for.
