<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Campaigns on The Findings Report</title><link>https://www.findingsreport.com/tags/campaigns/</link><description>Recent content in Campaigns on The Findings Report</description><generator>Hugo</generator><language>en-us</language><lastBuildDate>Mon, 20 Feb 2012 18:49:00 +0000</lastBuildDate><atom:link href="https://www.findingsreport.com/tags/campaigns/index.xml" rel="self" type="application/rss+xml"/><item><title>Wage a Campaign Inside</title><link>https://www.findingsreport.com/2012/02/20/wage-a-campaign-inside/</link><pubDate>Mon, 20 Feb 2012 18:49:00 +0000</pubDate><guid>https://www.findingsreport.com/2012/02/20/wage-a-campaign-inside/</guid><description>&lt;p&gt;It’s time for a new mode of thinking in brand alignment. When we introduce a new brand to customers, we launch a splashy campaign. But when we introduce that same brand to employees, we delegate brand cops who will crack down, compel, and control. I tell my clients they need to think of an internal brand launch as though it were a political campaign. Political campaigns change how people think and create a groundswell of public interest. An internal brand campaign should do the same. There’s much that political science can teach us about transforming a branded organization, including how to frame the mandate and the narrative.&lt;/p&gt;</description></item></channel></rss>