Paul has asked me if I would write a blog to bring to life some of the exciting brand stories I’ve experienced and in which I’ve played a part.

What characteristics do great, enduring brands share (or, in my case, what do drinks and dust have in common)? I’ve experienced the sheer

enjoyment, privilege (and a lot of hard graft) helping build a few around the world. Oh, and yellow seems to have been a bit of a theme!

Looking over the broad sweep of brands, time and geography, there are some memorable and – for the purposes of a blog – mostly light-

hearted anecdotes that spring to mind. And some lessons, at least for me.

As a blog is an ‘opinion piece’, you may find that some of what I say is a bit, well, opinionated. Whilst I don’t apologise for that, I’d very

much welcome different perspectives. However, I do offer a caveat in advance for any unintended factual inaccuracies. I have done my

best to avoid these and stand ready to publish a correction if any inaccuracy is sufficiently wild!

In my view, a ‘brand’ needs to be more than a piece of gratuitous – sometimes very beautiful and reassuringly expensive – graphic design

wrapped around something pretty indifferent. Whatever anyone may post-rationalise, in setting out to create a brand, the aim is surely to

give life to something which makes a difference and which endures, somehow transcending fad and fashion (even if it is a ‘fashion brand’).

The brands that are of real and lasting value to their users (consumers) and to their owners (businesses), even if the identity of either changes

over time, are those brands which would really be missed. In some important respect (and sometimes several), they bring something in the

way of incremental benefit, ranging from the functional (brand x does something that no other can), through the emotional (brand y makes a

statement about me the user or you the recipient). The best examples are a seamless fusion of both the functional and the emotional, in

appropriate proportions.

And the most powerful brands have stories, whether of the ‘long and illustrious heritage’ type at one end of the spectrum; to the brilliant

piece of breakthrough technology which evolved, sometimes almost accidentally, from some idle tinkering in a garden shed. Of course, it’s

perfectly true that there are very successful brands which have emerged, almost perfectly formed, from Brand Creative Development houses

or departments. Even these, if they survive, acquire a much enriched patina over time as they put their roots down. Brand users often place

their imprint on a brand which the brand owner could not possibly have envisaged (and may abhor!). Once unleashed, it cannot be

guaranteed that brands won’t take on a life of their own! Emphatically non-target consumers might use your brand!

WHAT IS A ‘BRAND’?

The ‘brand’ has come a long way since its use as a means of marking cattle –

and other sentient beings – with a hot ‘branding iron’.

Being ‘branded for life’ has very definite negative connotations!

So what has the word ‘brand’ come to mean? Is it an ‘accolade’ to which

many mere ‘products’ cannot aspire or are not entitled?

From Diageo to Dyson – Some light-hearted insights on building iconic brands – looking back to look forward

The Story Consultancy Blog

Jocelyn Stuart-Grumbar

I’m sure we can all think of brands which exemplify the above. I’m tempted to cite some here but don’t want to risk incurring the ire of brand

owners who might see things rather differently. If you think I’m being too squeamish, you may feel less encumbered!

Maybe I’ve just been particularly lucky, but virtually all the brands I’ve been let loose on have really solid reasons for existing and genuine –

purposeful – points of difference. Most really would be missed by those who use them. With the kind indulgence of the brands’ current

owners (and acknowledging the possibility of a rose-tinted hue to my recollections), I’d like to share a few ‘war stories’ and observations

about some of the brands I’ve helped foster.

Some brands I have known…intimately

IMPERIAL RUSSIAN STOUT

With a clutch of such iconic (over-used word, I know!) brands to discuss, where do I start? Well, the first brand I worked on in terms of

injecting some judicious oxygen into the ‘marketing mix’ was COURAGE IMPERIAL RUSSIAN STOUT, (although, strictly-speaking, this pre-dates

the timespan in the title).

J&B RARE SCOTCH WHISKY

Of the collectively very special brands I’ve worked on, amongst the most fascinating is J&B.

Scotch – and its global fortunes – has come a long way, in the right direction, over recent decades. In the ‘eighties, all too many Scotch

brands (many now defunct) competed to outdo each other on a theme of tartan, heather, bagpipes, log fires and, of course, mist; or,

alternatively, packaging ‘bling’ (you know who you are!). J&B RARE, amongst very few others, led the way in opening up new markets and

attracting younger, fun-loving consumers, from Spain to South Africa, Brazil, the Philippines and Vietnam, amongst other territories.

Imperial Russian Stout 1972 bottling

Sadly, in 1982, the brewing of Courage Imperial Russian Stout was discontinued. However, I’m delighted to read

that it has recently been resurrected by Wells & Young, where Master Brewer Jim Robertson is reprising his triumph of

over thirty years ago. I’m not much of a beer drinker but this is a fascinating and quirky brand, with a wonderful

story, and it’s a glorious treat for the palate. If you’re interested, you may want to view the following links. And, if

then you’re intrigued by the story, do try to get your hands on a bottle.

http://www.youtube.com/watch?feature=player_embedded&v=Z4Ma6WNAdO8

http://www.wellsandyoungs.co.uk/home/news/courage-imperial-russian-stout

The details are a little hazy but I do remember that it tasted unforgettable – a deep, round, warming, bitter-

chocolaty stout. It had had a fascinating history, and we tampered very gingerly with its label (largely to

accommodate newly-mandatory information – an EEC requirement!). Whilst respecting the character and

heritage of Imperial Russian Stout, we took the opportunity to improve the standout of some intricate elements

of the label (see below).

At home, I still have just one bottle

of Imperial Russian Stout, brewed

by Courage in 1981. The label is

pretty faded and cobwebby, but

you can hopefully see how it subtly

evolved to make the detail more

discernible.

Subtly tweaked (but now dusty) label on my last remaining 1981 bottle

Close-up of label

on a 1972

bottle

Today’s striking new livery

Discussion point? In an age of mass-production (remember ‘eighties lager?), a quirky, small volume curiosity might seem like a dispensable distraction. But cycles come and go and craftsmanship is increasingly rare.

. . . and After (1994-2003)

Despite its visual vibrancy, J&B Rare’s essence – then and now – is as a fine, elegant, accessible and subtle blend (of 42 individual whiskies,

predominantly from Speyside, for those who are interested). Notably, J&B Rare has a beautiful bright, natural golden hue, untrammelled by

excessive caramel colouring. Though it might rankle with the purist, J&B is, therefore, infinitely versatile. It is enjoyed – right across the world

– neat; on ice; long with water; mixed with orange-juice or cola, and in untold other contortions.

And now it’s time to tell a brief story against myself! Sometime in the late nineteen-eighties, J&B’s Chairman, James Bruxner, felt that, whilst

the blend could not be bettered and was tailor-made for appealing to a new and discerning generation, the ‘livery’ of the bottle, and

especially the label (then a rather dodgy chartreuse green), could do with dragging out of the nineteen-fifties. I, amongst others, expressed

the view that J&B Rare was doing so well that it would be a mistake to tamper with it. James, quite rightly in this context, said something

along the lines of ‘the trouble with you young people is that you’re so conservative!’ He was right. A brand endures by remaining relevant;

subtly evolving to hone its appeal and to refresh its ‘consumer base’ (horrible term!).

...Some months later, the result emerged, to much acclaim (including from sceptics), and the livery remains little changed today, if a little

more classic.

J&B Rare cleaned up. As quotas were removed, the brand exploded, quickly commanding 43% market share. Of course, the apt – but

coincidental – colouring of the label was not unhelpful!

Before (1975-94)

Given the above, I was incredibly lucky to be handed the task of documenting, for the very first time, a Brand

Identity Blueprint for J&B – an essential starting point prior to even contemplating meddling with the ‘crown

jewels’ of such a special brand or to considering any meaningful wider range development (see below.).

In the right place at the right time, I was J&B’s Area Manager for Spain

covering the period of her accession to the European Community (1986).

Incredible to contemplate now, but Scotch Whisky imports up to that point

had been subject to draconian import quotas. Each brand had to use fair

means (and sometimes, no doubt, foul) to secure more than its equitable

share of the total import quota available.

J&B – and its then importers – had the key relationships and the nimble-

footedness to position itself as the brand suited to the new era – ‘El

Cambio’. The then-leading brand was perceived by some as the Scotch

of the ‘Dictadura’ era.

What was and remains so different – and special – about J&B Rare? This originated as the house whisky of St James’s Street

Wine Merchants Justerini & Brooks, founded in 1749. But this was never conceived as a safe, understated ‘own label’ whisky,

there for the sake of completeness of the wine list. It was – contrary to the prevailing idiom of Scotch – brash and garish, and

consciously eye-catching for post-Prohibition America. But, before you say this was obviously a bit of early and outlandish

graphic design devoid of substance behind the facade, the whisky in the bottle really did break new ground too. Not for J&B

Rare the dark, caramelised hue of so many Scotch blends.

Today’s bottle . . . . 20 years on

Discussion point?

Dare to be and look different but be certain there’s substance, quality and longevity behind the purely visual dimensions – then keep evolving – subtly and with a sense of a brand’s ‘history’.

Bombay Sapphire broke new ground in so many ways – most obviously with its translucent blue,

gem-like bottle. Blue seemed such a natural – if novel – colour for a drink which is pure, clean,

crisp and refreshing, arguably rather more apt than the more familiar red or green.

Then there was the quirky name and regal/bejewelled imagery.

The real clincher, however, was the sheer excellence of the spirit, devoid of the often all-too-

dominant juniper characteristic. Bombay Sapphire not only used TEN distinct ‘botanicals’, it had

a unique distillation process which saw the vapour from the top quality grain spirit pass through a

giant segmented, perforated copper ‘basket’ containing these botanicals, gently infusing the spirit

with its complex and elegant flavours. This has more recently been coined as ‘Vapour Infusion’.

A large bottling of Bombay Sapphire had used a batch of water-based glue during label

application which, as time would reveal, contained an insufficient adhesive component.

Many weeks after bottling, warehousing and despatch and, having plied the Atlantic, the

numerous containers fanned out across America. Serried ranks of beautiful, tall, elegant

litre bottles were in pole position (at eye level, of course) in the best liquor stores

nationwide.

And this is where disaster struck. Suddenly, in what seemed like a synchronised event,

the long, slender labels started dropping off bottles – from Alabama to Wyoming.

I was despatched to the USA to witness the carnage in the field and to agree an urgent

recovery plan. Rather foolishly, to break the tension (or so I hoped), I observed that,

being in store and witnessing labels ‘pinging’ off bottles, a bit like a Wall of Jericho, had

its amusing side.

Oh, No it didn’t!

The Vice President of Sales and Marketing took me, by the scruff of the neck, over to the

21st Floor window and said ‘You see this window? If it opened, I’d have no hesitation in

throwing you out!’

The British use humour to diffuse a difficult situation. More judicious use is called for in

New Jersey!

I had the greatest possible fun being involved in the creative evolution of Bombay Sapphire as well as its push into international

– and domestic – markets, from the USA, to Japan, China and France, amongst others and, importantly, into Duty Free – a

very influential ‘shop window’.

Upon the 1997 GrandMet/Guinness merger (to form Diageo), as Guinness already owned Gordon’s and Tanqueray gins

and, as we’ve heard, GrandMet had Gilbey’s and Bombay Sapphire, competition requirements meant that Bombay Sapphire

had to be sold. My pretty-impeccable sources suggest that the brand changed hands for an incredible £300 million!

As anyone other than Rip Van Winkle will know, Bombay Sapphire has been a huge success, now commanding a

passionately loyal and vocal following, and it has certainly expanded the reach and penetration of gin. Current owners,

Bacardi, are doing a great job with this extraordinary brand. The mind boggles to think what this brand might be worth today!

Any informed guesses?

BOMBAY SAPPHIRE GIN

I’ll have more to say about J&B below, but now it’s time for a digression via BOMBAY SAPPHIRE.

It is only fair to recognise that there was already one other significant premium gin brand, and from an illustrious stable, though it had really

only been targetted at the American market, pretty successfully. In the UK and many other existing gin markets, the category was decidely

unglamourous, and much of the gin consumed was, to put it politely, pretty industrial, local product. To some extent, white spirits – in the

form of vodka and rum – were making inroads into the more staid brown spirits categories, especially in North America and Europe. In the

mid- to late eighties, there was certainly scope for a bit of premium competition in the States, and to penetrate a much wider geography.

It was Bombay Sapphire that unlocked this opportunity and which, as a consequence of its success, spawned innumerable other premium

gin brands over the succeeding twenty years.

Juniper Berries from Italy Lemon Peel from Spain Coriander Seeds from Morocco Angelica root from Saxony orris root from Italy GRAINS of paradise from West Africa CUBEB BERRIES FROM JAVA cassia bark from indo-china almonds from Spain LIQUORICE FROM CHINA

Before leaving Bombay Sapphire, this is the moment to share an anecdote I shall never forget – another story against myself! This is an

example, perhaps, of the inappropriate use of the British sense of humour, and of two cultures sometimes divided by a common language!

…and now back to J&B.

At the time of my involvement (1987-90), Bombay Sapphire and Gilbey’s were the gin brands owned by what

was then Grand Metropolitan. In fact, W&A Gilbey and Justerini & Brooks were, essentially, the two strands

which together formed what became International Distillers & Vintners (IDV).

Discussion point?

A brand which represents a successful, radical departure will not have the field to itself for long. Oh yes, and have shares in a great concept! PS Try with Schweppes bitter lemon & a slice of lime.

J&B JET quickly made waves, attracting young, spendthrift and

nocturnal customers, as well as the most discerning amongst Scotch

Whisky palates. And we created some pretty outlandish advertising

and Point of Sale material for J&B JET.

J&B JET 12 Year Old Scotch Whisky was awarded a Silver Medal in

1995 at the International Wines and Spirits Competition.

The story goes, and I don’t think it’s much exaggerated, that, upon

the GrandMet/Guinness merger, given that Guinness had a large

stable (is that a stud?) of Deluxe Scotches, J&B JET had be culled.

On hearing of this decision, a high level delegation from the Korean

distributors leapt onto the next plane to London and metaphorically

lay down in the road outside the Diageo offices until the decision

was revoked!

It was a huge privilege to have led the conceptual and creative

development of J&B JET and its subsequent assault on World markets.

J&B ULTIMA is unique – and something of a limited and now very rare edition. Why is it so special? It is

the ultimate, beautifully-crafted blend of 128 individual Malt and Grain Whiskies, many from older

distilleries that closed long ago and which have now disappeared, for example Glen Albyn, Rosebank,

North of Scotland and Littlemill.

The eagle-eyed will be able to make out other forgotten names – all the constituent whiskies are listed

on the side panels of the box (see next page for a readable list).

J&B ULTIMA SCOTCH WHISKY

J&B JET SCOTCH WHISKY

In the early ‘nineties, before GrandMet merged with Guinness, J&B Rare was doing very well for GrandMet in the important Premium Standard

blend segment of the market. However, Guinness and Seagrams were making most of the running in the much more lucrative and fast-

growing Deluxe segment. J&B needed a Deluxe Scotch brand variant which would cause disruption in the market and which could make

profitable inroads (without having anything like its competitors’ marketing war chest or the all-important reserves of aged whisky stocks).

…and, whilst we were on a creative roll, we had another idea up our sleeves. This was J&B ULTIMA.

Next for a dramatic shift – from vats to vacuums – or from old and (in a positive sense) dusty whiskies to a brand for which dust is a staple

diet. Skip the next page to continue blog! Or linger on the images below for a minute if of interest (perhaps zoom in for detail).

The result was J&B JET. What J&B Rare had always done within its competitive set, J&B JET

set out to do amongst Deluxe Scotches. Many of the interesting, historical characteristics

found on J&B Rare were retained on JET – the reference to Wine Merchants Justerini & Brooks;

the citing of the innumerable monarchs and a prince (though Prince Bernhard of the

Netherlands had dropped off); the Royal Warrant; and of course, the iconic J&B red letters.

However, this was a sleek, black, modern bottle, with ‘something of the night’ about it (and

some appreciated the subtle allusions to a fine bottle of wine). The gold lettering on the label

positively glinted in elegant, hip, dimly-lit nightclubs in Seoul, Bangkok, Shanghai, Manila and

Caracas.

I’m embarrassed to have got this far into the narrative about J&B JET without having referred to

the exceptionally exquisite blend of the finest, richest but irresistible J&B house style which

called on the very best aged Malts and Grains, and especially those of Speyside. Master

Blenders Jim Milne and Robert McElroy achieved something remarkable with J&B JET.

J&B JET 12 Year Old Scotch Whisky

J&B ULTIMA. Each bottle is numbered.

Very few are believed still to exist.

J&B JET ‘Something of the night…’

Zoom in to see some of the detail and texture of the label.

J&B ULTIMA The story of 128 whiskies

coming together in a unique blend

How many distilleries can you find that you never knew

existed?

[Suggest zoom in to 170% to view distilleries’ list]

Whitby Jet stone

in jewellery

Discussion point? Quality, prestige and luxury are not just about glitz and bling. Creative genius is at the heart of brand innovation – drawing on intrinsic product excellence and depth. Underlying complexity simply expressed

.

There are two Dyson-related topics I would like briefly to cover. These are the Dyson Contrarotator™

washing machine and, secondly, a couple of thoughts on some international territories I was involved

with. I relish working across cultures (especially when I can deploy my Spanish and French!).

DYSON CONTRAROTATOR™ WASHING MACHINE

The Dyson washer was inspired technology – but too expensive to make and ship for it to be profitable

– hence, sadly, discontinued. Mine at home is a pre-production machine and, with one or two

interventions over the years, still does an unbeatable job. What is so clever about Contrarotator™

technology? Essentially, the two parallel drums, in normal mode, rotate in opposite directions. This

has the effect of replicating the action of hand-washing, gently kneading the clothes. The other very

clever aspect is the enormous capacity, despite the outer dimensions of the machine being no larger

than other washers.

USA

This leads me neatly to my other topic. As a now-defunct American business called Phantom had the

rights to James Dyson’s Dual Cyclone™ core technology in the USA (though they singularly failed to

capitalise on it), Dyson could not, at that stage, seek access to the American vacuum cleaner market

on its own behalf. So, in 2000, when the Dyson washing machine was launched – essentially into the

UK market – it was initially envisaged that this would be the product to take Dyson into the US market.

Very fortuitously, Phantom went out of business and the Dual Cyclone™ technology reverted to Dyson

and the rest, as they say, is history. The washing machine never crossed the Atlantic.

An odd progression from drinks to dirt, you may think. In fact, the transition was

remarkably easy. Both cultures shared vibrancy, creativity, energy and drive;

each consciously different from their respective peers.

The big difference was that J&B was already a 249 year old business, though

never more successful. DYSON, when I joined in 1998, was five years old, and

with only two products – though with breakthrough technology at their heart.

Dyson’s annual Turnover in 1998 was around £50m and is now well over

£1billion – it is hugely exciting to have been at the heart of this explosive growth.

In 2000, I found myself as Programme Manager for Dyson’s USA market entry. The subsequently

stunningly successful launch of Dyson Floorcare technology into the USA was one of the best team

endeavours I experienced at Dyson – both cross-functionally and cross-culturally.

A particularly enjoyable and memorable episode was the trip I made, over the period of the infamous

Bush/Gore ‘dimpled chads’ Presidential Election, to meet a dozen key target retailers. In this very

early-internet era, many were largely or entirely unaware of Dyson. I had the exciting task of relaying

Dyson’s success story – sowing a seed –and starting to prepare the ground for the speedy subsequent

penetration and roll-out of Dyson into retailers all over the USA. Within less than two years of launch,

Dyson vacuum cleaners had achieved pole position with market leadership by value in the USA. That

seed is now a veritable oak!

How the technology later evolved:

Dyson Dual™

Cyclone

DYSON

Other Dyson firsts in vacuum cleaners were washable filters; Dyson ball™ technology; and the first ever cordless handheld vacuum cleaners

which maintained constant suction throughout the battery run-time.

Dyson Dual Cyclone™ first appeared in the UK with the Dyson DCO1, in 1993, and, a

couple of years later, with the famously stair-hugging DCO2, the first cylinder model.

For the first time in the large and, for many years, innovation-free zone of vacuum

cleaners, here was a vacuum cleaner which did not lose suction, room after room.

Why? There was no bag with tiny pores to clog, inescapably, upon the merest

encounter with fine dust.

Dual Cyclone™ was just the start. The commitment to continuous improvement saw

this superseded over time by ever smaller and more efficient multiple cyclones.

Other market first in vacuum cleaners were washable filters; Dyson ball™ technology;

and the first ever cordless handheld vacuum cleaners which maintained constant

suction throughout the battery run-time.

Innovation at Dyson does not abate. I don’t propose to look at Dyson’s other technologies here. These include Dyson Airblade™ hand dryers

and Dyson Air Multiplier™ fans and heaters – both brilliant, successful technologies. If you’d like to read more, go to http://www.dyson.co.uk/

Dyson Contrarotator™ Washing Machine

DCO1 [1993] DCO2 [1995]

Root Cyclone™ Radial™ Root Cyclone

Rather akin to trying to recall a world, not so long ago, before mobile phones, emails and the internet (actually, it was quite nice!), it is

hard to remember that all domestic vacuum cleaners needed cumbersome, dirty and expensive bags.

Dyson’s excellent customer service goes some way to explaining

the great result seen in the Reputation Institute’s Reptrak™ Pulse

2012 where Dyson, for the second successive year, came 2nd

(beaten by a whisker by Rolls-Royce Aerospace!)

I much enjoyed working closely with RDD (Research, Design &

Development) as the would-be ‘Voice of the Customer’, to bring

insight and user experience to bear as products are developed

and improved. This is some of the vital raw material of positive

Word of Mouth, reputation, re-purchase, and future profitability.

SPAIN & ITALY

On a much smaller scale though, in their own way, equally successful, were the market entry plans we executed in Spain and Italy. I well

remember that, at the time of Dyson’s launch into Spain (1998), the Dyson machine’s price was five times the market average!

CHINA

Despite the real early promise and excitement generated in China, the prevailing and unprecedented conditions of uncertainty saw a number

of major projects put on ice. China was amongst these.

Dyson is now back in China and will, I am certain, be very successful.

CUSTOMER EXPERIENCE

Under the astute guidance of Peter Richardson, I spent a number of years placing Dyson Customer Service on a sure footing. In earlier years,

its ability to meet growing needs had lagged the company’s rate of expansion. Wind on a few years, through a great deal of change, and

Dyson is a beacon of excellent customer service, continuously innovating to improve customer experience – with highly responsive in-home

service; effective self-help tools online; the GB and Ireland contact centre opening 105 hours per week (7AM to 10PM every day of the week).

Thanks to Paul’s invitation, I’ve put pen to paper, and thoroughly enjoyed doing so. I hope this won’t have been a purely selfish pleasure and that you will have been engaged by my particular brand stories. I wanted to share some insight into what, at least in my view, makes some brands particularly fascinating and enduring. The best brands are like family silver (or a very famous watch brand):as a transitory brand guardian, you don’t own the brand but it is entrusted to you, in this era, to keep it vibrant and relevant but never to sever its roots in a headlong pursuit of vacuous novelty.

Some very special brands are knowingly snuffed out prematurely for all sorts of understandable reasons – acquisitions or mergers often being one. Of course, profitability is a pretty important dimension. However, just pause for thought for a moment and consider the impact on reputation of the loss of what may seem like peripheral or non-core brands. Don’t too readily discard your role as brand guardian for that of brand executioner. Brands can and do span decades or even centuries, but this requires capable stewardship and a sense of the ‘long view.’ What can you do to increase the likelihood that your brand will be strong and relevant in 50 years’ time?

I look forward to your thoughts, and a spirited and amicable dialogue arising from anything I’ve said. Thanks to Paul Stallard for his invitation, and to you for making it to

The End

© Jocelyn Stuart-Grumbar – April 2013

€

In late 2007, I was asked by the Dyson Board to go as MD to China, based in Beijing. This was an

exploratory assignment whose mission was to assess the opportunity for Dyson in China; acquire market

intelligence; develop Dyson’s capability on the ground; identify partners and regional priorities; get a

foot in the door of key target retailers with a view to building early distribution; attract, recruit and

develop Chinese talent to help spearhead Dyson’s push into China. My team was superb, and a joy to

work with.

I will never forget delivering the James Dyson Lecture at Tsinghua University, with students from three

faculties crammed into one lecture theatre, and their eager excitement at handling the technology.

As we now know only too well, the headwinds of the financial crisis and the economic downturn were

gathering, and are still, of course, affecting large swathes of the world to this day.

Despite this, the brilliant Spanish team,

under MD Ecarlata Loncán, quickly

propelled Dyson to market leadership.

I will never forget arriving in Madrid with CEO, Martin McCourt, with a Dyson DCO2, housed as discretely as possible in a

trunk, in order to present Dyson to El Corte Inglés. Fifteen years later, they remain Dyson’s largest retail account in Spain.

=

Discussion point? Evolution is iterative but requires occasional quantum leaps. There’s a better way to do most things. Be prepared to deconstruct, think laterally and to create turbulence but expect a reaction, from users AND competitors, so don’t stand still or be predictable.