Brands, like humans, age and must be renewed regularly: R Gopalakrishnan

Distinguished business commentator and author R. Gopalakrishnan speaks exclusively with ET Edge Insights, providing deep insights into business and other domains. With a rich professional background that spans Hindustan Lever, the Tata Group, and his current role as an author, R Gopalakrishnan has authored 19 influential books on marketing and business strategies.

Gopalakrishnan underscores the paramount importance of values over specific practices, drawing on his extensive experience in corporate spheres. He also delves into the pivotal role of company culture in driving workplace progress.

Edited excerpts

When we talk about progress in a workplace, how does company culture play a role?

It is very important because culture is what people accept as the way to do things. It is critical to understand that different businesses and individuals have different cultural viewpoints, similar to how different notes from a Tanpura. The analogy of a Tanpura becomes particularly apt because just like an orchestra relies on being in tune with the foundational notes of the Tanpura for harmonious music, a comprehensive understanding of culture is crucial for effective functioning within a group or community. That is why understanding culture is critical..

We have seen that change is accelerating and different innovations are happening every day, so how does one stay relevant with the changing dynamics or is there a way of saying that let me hold on to what I have, hone those skills, and go ahead?

Understanding this involves two key skills, and it’s straightforward. The first skill is clarity – knowing what matters, the essence. The essence of a code is not about specific rules like marrying within a community or learning a particular language; it’s about the values behind those actions.

The second thing to remember is that change has always been around, it’s not something new. Even my grandfather felt life was hectic in his village. What makes our time different is that we have better tools to cope with change. In comparison, the tools we have today to manage the rapid flow of information were not available to our dads or grandfathers. Sometimes people get stressed thinking about change. But here’s the key: the gap between the changes happening and the tools to deal with them isn’t necessarily getting bigger. As a result, the emphasis should be on monitoring this gap, because those who have historically flourished recognised the balance between change and the means to handle it properly.

You have authored numerous books on marketing strategies, and business innovation. Is there anything new coming up?

Since you asked, my 18th book, “Inside the Boardroom: How Behaviour Trumps Rationality,” was launched in October 2023. I am also pleased to inform you that my 19th book, “Embrace The Future – The Soft Science of Business Transformation,” is scheduled to be released in April 2024.

Can you just elaborate a bit on your latest book, “Inside the Boardroom: How Behaviour Trumps Rationality”?

“Inside the Boardroom” touches upon the unseen side of governance. Governance, as the book highlights, extends beyond boardrooms to encompass various settings such as housing societies, clubs, gymkhanas, music sabhas, and numerous other environments. While rules and regulations are visibly present, what often remains unseen is the behaviour of individuals within these structures. The book emphasizes that while rules are essential, it is the behaviour of people that ultimately determines outcomes. To explain, think of rules as learning the alphabet and behaviour as learning the prose. Just as learning the alphabet is simpler than learning prose, most of us grasp corporate governance through rules and regulations.

I have argued in the book with my co-author that three key aspects drive behaviour: ‘Neeyat’ – your intent, ‘Neeti’ – your conduct, and ‘Neeyam’ are the rules. At the foundational level, ‘Neeyam’ represents the lowest tier, scrutinised by regulators and deities alike. Progressing upward we delve into ‘Neeti’ – how you behave yourself and ultimately ascend to ‘Neeyat,’ – the essence of one’s intent.

If the aim is to generate quick profits, the guiding principles of ‘Neeti’ and ‘Neeyam’ would invariably conform to that objective. This contrasts sharply with the approach of an individual envisioning a business legacy spanning a century, where the guiding principles of ‘Neeti’ and ‘Neeyam’ are meticulously crafted to align with enduring and sustainable objectives. This principle extends to brand management, where a desire for immediate success may involve quick selling and aligning strategies with short-term impact.

When brands embark on a rebranding journey, often involving a new logo, what role does it play in enhancing the overall branding strategy? Is the objective primarily to attract new business opportunities, or is it more about refreshing the brand’s appearance? What are your thoughts?

My experience, which may not be universal, has taught me that brands, like human beings, age. There are things you can do as you get older to stay current and relevant. Plastic surgery, for example, was not available 50 years ago.

I am of the old school of thought that the brand must be renewed regularly. This Big Bang refreshment and rejuvenation that they talk about is fine marketing communications, but the foundation of the brand remains the same. I may practice yoga and meditation, but I am still the same person.