Branding is a journey of getting ‘buy-in’


Branding requires buy-in, not just from the very top, but from every layer of your business.

This is how the process of branding feel like. The beginning of that journey often feels chaotic until you start considering your competition, market constraints, shifting customer desire, strategic focus, values, and brand promise. Having done this work for over several decades, we have come to the conclusion that no one leader has broad enough shoulders to carry the burden of answering all of these questions and build a brand that connects with internal employees and external customers alike.

Branding requires buy-in, not just from the very top, but from every layer of your business. The way we help leaders get the fullest picture is through cross-silo, skip-level workshops. We do this a couple of times through our process: helping discover the true brand; creating a brand promise that the company can internalize and collectively move towards; and developing an identity that resonates.

All participants come with their unique perspectives and a common goal to seek understanding, and no one leaves until we have found consensus. To facilitate this process, we only hire senior level staff, so that our clients are guided through experience, knowledge, and collective wisdom.


How are we different? We workshop the crap out of problems.

Good ideas often come from the most unexpected places, and the greatest value that we bring to our clients is creating an environment where the best ideas have the opportunity to rise above the noise and get the runway they deserve. To do this, we deploy our workshops throughout our process where we gather different stakeholders who bring different experiences and knowledge that covers each other’s blind spots. Through them we create open forums that facilitate new discoveries, opportunities, relationships, and ideas. The result is a galvanized team, who gain better insight into who they are.


Giant Shoulders did not only built us a brand that clarified our message for our customers, they delivered a brand system that connected that external message to our internal organization. Their approach helped us reagligned our company by filtering the brand and promise through our strategic vision, leadership structure, marketing, and teams. This was more than the visual brand that we bargained for.


Over the years, we designed our minimum viable branding process to apply this approach to one of the most subjective and emotional parts of a business: Your Brand. Two years into our brave experiment, almost everyone we have worked with has grown to love their new brand and the journey that lead them there.

If you are interested in learning more about our Minimum Viable Brand process or are curious about how this applies to your company and brand, give us a shout.

Tino Chow