Great post Michel. Thank you for sharing it. I look forward to your next one.
One other area I think might be interesting to explore in reputational risk is one that plagues the for profit and NFP worlds—apathy—or the “so-what” factor. It’s an issue / risk I’ve seen time and again that seems to always reflect on a brand or product’s perceived relevance or a lack thereof—which in turn speaks to the product or brand’s perceived lack of value or utility.
In my experience it’s usually caused by organisational rigidity, it’s lack of genuine interest in, or understanding of, the ‘consumer’, a stagnant monoculture—like your point on “insufficient diversity”, or an inability to accesses the creative thinking needed for innovation or product adaptation.
Sorry, I know this is a ‘movement’, but I can’t help but think of it in product terms.
Great post Michel. Thank you for sharing it. I look forward to your next one.
One other area I think might be interesting to explore in reputational risk is one that plagues the for profit and NFP worlds—apathy—or the “so-what” factor. It’s an issue / risk I’ve seen time and again that seems to always reflect on a brand or product’s perceived relevance or a lack thereof—which in turn speaks to the product or brand’s perceived lack of value or utility.
In my experience it’s usually caused by organisational rigidity, it’s lack of genuine interest in, or understanding of, the ‘consumer’, a stagnant monoculture—like your point on “insufficient diversity”, or an inability to accesses the creative thinking needed for innovation or product adaptation.
Sorry, I know this is a ‘movement’, but I can’t help but think of it in product terms.