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Tag: Company Culture

Are the “Best Places to Work” Really the Best?

Posted on by Saja Chodosh

The Clout of the “Best Places to Work” List

Companies like Fortune and Glassdoor have been dedicated to naming and honoring the ‘Best Places to Work’ for more than 10 years. And these awards have gained more and more clout with time. Much like colleges treasure their rankings, workplaces hold these awards like badges of honor.

The ‘Best Places to Work’ emblem is hung from work walls, integrated into recruiting and new hire materials, pushed on social media, and celebrated by the press, employees, and company executives alike. Our work building employer brands with companies looking to attract the best talent out there has showed us first-hand how much businesses today really value these rankings.

And for good reason – as a group of people who believe meaningful brands must be built from the inside out, we’re all for the pride. Focusing on culture and employee fulfillment, satisfaction, and happiness is key to building a business in the right way. The question is: What story do these rankings tell? Is it the whole story? And just because a workplace is deemed one of the ‘Best Places to Work,’ should recruits be jumping on the celebration wagon and signing contracts just like that?

First, Let’s Look at the Patterns

When you look at the companies who make the cut, yes, a bunch are big brand names you’d expect on the list. But many are less expected. So what ties them all together? Here’s what we noticed when we dug deeper.

1. They Lead with Purpose:

These are companies who are clear, aligned, and proud of who they are, what they stand for, and what they care about. Leaders have a vision for the future that everyone shares. The brands help employees live by the mission of the company every day – something we’ve always believed defines successful business today. Purpose-led companies who integrate purpose into their culture inspire and empower their employees to move the company forward in a meaningful and sustainable way.

2. They Offer Opportunity and Growth:

These are workplaces that celebrate employee accomplishments, foster a growth-mindset, work with employees to co-create the optimal work experience, and motivate employees to set high goals and help them actually meet those goals. This helps employees build a more meaningful relationship with their work along the entire employee journey. Above all else, employees feel as though they are invested in and valued – that people want them to grow, learn, be challenged, and succeed.

3. They Behave with Transparency:

Saying you value transparency is no longer enough. You have to live it – and not just externally. What ties many of these ‘Best Places to Work’ together is their leadership. Leaders don’t work in silos – they share challenges and successes with employees, hold open forums, have open door policies, and embrace honesty (even when it’s hard.) And it’s this kind of transparency that drives employee trust.

4. They Listen and Adapt:

The power of listening is huge. Being a good listener as an employer means you can better build empathetic, meaningful, and productive relationships with employees. This requires humility from leadership and openness to new ideas, perspectives, and opinions. And in turn, listening to employees creates more creative, innovative, diverse, and open work environments. Employers who not only listen – but act on what they hear – are able to flex to changing demands of employees, stay relevant and meaningful to the people who matter most, and never get stuck in past best practices.

It’s important to point out that what brings the companies in these lists together isn’t solely perks and benefits. Yes, a lot of the workplaces on the lists give out a lot of free food. Even free concerts, gym memberships, the most cutting-edge health benefits…But benefits and perks only get you so far. They have to tie back to employees – their purpose, their goals, what helps them grow.

Forget About Benefits and Perks, “Best Places to Work” Is About Something More

Because ‘Best Places to Work’ is often used in recruiting it’s important to remember that making any list of great places to work isn’t enough. Potential employees and current employees need to understand why you are not only great, but why you are a perfect match for them.

The employees who are going to drive your business forward not only care that you’re a great place to work (sure, that might be a plus), but they also care about connecting with you. A good fit means that they understand and admire what you do and why you do it. They feel aligned and connected to your business because it connects to their passions, expertise, and ambitions. Your purpose is a purpose they want to latch onto.

Yes, from 1984 to 2011, those that won ‘Best Places to Work’ outperformed peers on stock returns by 2.3% to 3.8% per year. But that’s because they did more than just display ‘Best Place to Work’ on their walls – they lived up to it. They committed to their unique workforce and their careers. They committed to their community. And they helped their community commit to their purpose with pride. In the end, those might be more worthy causes than any award out there. That being said, we wouldn’t be surprised if you made the list if you did just that.

If you need help evaluating your workplace and what you offer employees, give us a call and we can help you build a more meaningful workplace that will help you drive your business forward.

You may also want to download and read The Meaningful Workplace which has been downloaded more than 7000 times.

Emotive Brand is a San Francisco brand strategy and design agency.

How to Attack and Other Strategy Lessons from the World of Cycling

Posted on by Chris Ames

As a project manager at Emotive Brand, Shelby Tramel is known for two things. First, she brings clarity and expertise to every project she touches. And second, she often comes into the studio dressed head-to-toe in Lycra cycling gear, clutching some homemade drink that looks more like cement than a smoothie. We all knew she was a fierce competitor, but it wasn’t until recently that we learned just how elite she is. (Though it does explain why she often eats two or three breakfasts.)

We sat down with Shelby to discuss her athleticism, future goals, and how lessons from cycling can be applied to the world of brand strategy.

When did you start cycling?

It all started in May of 2015. That was the month of my very first race. I was living in New York City at the time, and my friend asked me to join in. I knew how to handle a bike, how to pedal, how to turn a corner. But as far as riding in a tight, competitive pack, that was definitely new to me.

Naturally, the race didn’t go as planned. I got dropped from the pack, got lapped, but I kept riding anyway. I almost had an asthma attack, but strangely, I didn’t find it discouraging. Even as my heart was beating out of my chest, I remember admiring all of the strong women around me. I didn’t quit, but I ended up getting a Did Not Finish (DNF) because I had to get pulled from the race.

When did you arrive to the West Coast?

About a month later, I moved here in June of 2015. I spent a few months riding around and meeting people. They say that riding in NorCal makes you stronger because the geography is much more difficult, and they’re right. The racers here are known to be among the strongest in the country.

At what point did you notice you were making significant progress?

In 2016, just around mid-season, I started winning everything as a category four racer. For the uninitiated, the ranking is 5, 4, 3, 2, 1, and professional. To advance, you need to acquire a certain amount of points, which are earned through placing, winning, etc. The fact that I was winning at that level allowed me to quickly upgrade out of that “Beginner’s beginner” to “Alright, this is someone with potential.” After coming in first at Tulsa Tough, I had that oh shit moment of thinking, “I’m becoming an elite racer.”

Are you a naturally competitive person?

Surprisingly, no. I’m not really a competitive person. I’m not prideful, I don’t have a huge ego. In racing, it’s more an internal battle as opposed to beating other people. I’m always wanting to prove to myself that I’m capable and strong. It’s a constant internal dialogue.

Cycling is 90% mental. You have to act a lot on instinct. There are a lot of racers who think too much, who over analyze, and it ends up backfiring on them. I try not to think in races. I let my body react and use my instinct.

What are your goals this year?

I want to upgrade to a category one racer. I’m aiming to be one of the best elite women racers in NorCal. And I’m striving to get pro-level experience that gives me a taste of what that lifestyle is like.

Your specialty is criterium racing, which consists of racing several laps around a closed circuit. Why is this your favorite?

My background is as a gymnast, and I think the strength you acquire in the gym lends itself to this kind of racing. It’s a short, punchy, fast, and high-power race. Also, I think it’s the most strategic kind of racing.

With crit, you ideally have teammates. There’s one dedicated person, called a sprinter, who is going to make a mad dash at the end. However, throughout the race, other teammates have jobs to help you. There are attackers, people who quickly separate from the pack to try to initiate a chase. It’s a strategic way to tire out the pack. When it comes to strategy, it’s always better to work as a team.

In the final lap, you form what’s called a lead out. Everyone lines up behind each other with the sprinter at the very back, which is typically my role. The person in front pushes as long and hard as they can, then pulls off for the next person in line. One by one, they pull that sprinter to the very end so they can conserve energy and burst to victory.

It seems like a lot of these tactics translate into your life at work. Do you feel there’s a crossover between cycling and brand strategy?

Absolutely. In racing, the strongest person hardly ever wins. The person that wins the race is the person that can react, develop a strategy, follow through, and know which moves are worth going with.

Someone might attack, you have to look at the person and evaluate, “Are they actually going to get away? Is it worth the energy?” I’m not the strongest person out there, but I race very efficiently. I know how to conserve energy, strategize, read the field, and make it count.

All of those skills translate to brand strategy and project management. With both, you have to stay composed while also making critical decisions. You can’t waste people’s time – or your own. And perhaps most importantly, you have to be able to follow your instinct. If you play by the rulebook all the time, you’re not going to win. Usually, you start off with a strategy, but things change mid-race, mid-project, mid-proposal. You must be able to adapt to succeed in the end.

If cycling at this level has taught me anything, it’s the importance of balance. For me, balance is being able to be successful in my athletic career and business career. Everyone has their outlet, but for me, there’s no better way to start the day than being at the top of Grizzly Peak and seeing the sunrise. It’s a moment of calm that can’t be beaten.

As you continue to advance through the ranks, is there any advice you wish you could give to that younger version of yourself in NYC?

Just have fun. There are very few people who start off good from the get-go. It took a lot of time and hard work to get to where I’m at – and I had a very quick ascent compared to other people! I don’t take that for granted. Not being good bothered me, it lit a fire beneath me. Still, it never stopped being fun.

It’s the same with work. Keep things fun. It’s very important to rest and take breaks, but also align yourself with a support system that sees the value in what you do. When you work somewhere that encourages personal development, you’re going to work harder, have a fresh perspective, and set new goals for the future.

Emotive Brand is a brand strategy and design firm based in San Francisco.

The Benefits of Purpose-Led Company Cultures

Posted on by Tracy Lloyd

Purpose-led Company Cultures

What happens when all the people in your organization feel better about the work they do?

When they know they’re helping others achieve greater well-being?

When they have a shared belief and feel a kindred spirit with their co-workers? For your business, the benefits are multifold.

There’s more alignment, engagement, and motivation in play. Collaboration and innovation become more natural and prevalent. So everything runs more smoothly. New ideas are popping up all the time. Blank, confused, and dispirited faces are replaced by purpose-driven looks of determination and smiles of gratification. Your business thrives.

If these returns aren’t enough…

Consider the extended benefits of the general well-being that flows from a purpose-led company culture. Happier, more content, and gratified employees take less stress out of the office. This means their commute is more relaxed and fewer accidents are likely to occur. This means they are kinder to strangers and less negative energy is created. This means they are more alive for their love ones and friends, and those vital relationships thrive rather then being tainted by those feeling unhappy and unfulfilled by their jobs. This means these employees live more balanced, and healthier lives. This means that they can work productively, bring money into their own lives, and, through their efforts, increase overall prosperity.

When you consider all your employees, all their loved ones and friends, and all the strangers they encounter every day, the positive outcome of your company culture multiplies radically. Perhaps the idea of an employee being nicer to someone on their drive home may feel distant and unrelated to your business. But really, it’s not. Consider this: have you ever come close to having an accident because you were driving aggressively following a stressful day at the office?

What drives these positive business and social outcomes?

For many companies, it is a brand strategy that is built upon, and promotes, the concepts of empathy, purpose, and emotion. The purpose economy is gaining ground. Why do you need a brand strategy? Because it is a powerful and pervasive channel into hearts and minds of people, both outside and within the company. When thoughtfully crafted, a brand strategy works as hard at reshaping the company culture as it does creating appeal and differentiation among outside audiences.

A purpose-led company culture driven by an empathetic brand strategy, better understands what will improve the well-being of both customers and employees.

Brand messages and actions can create ways to promote the skills of empathetic understanding and decision-making.

A company culture driven by a purposeful brand strategy will help employees clearly see what they can do to help make the company’s meaningful ambition come true.

A company culture driven by an emotionally-sensitive brand strategy, will lead to policies and procedures that make the workplace itself a more sensitive, thoughtful, and gratifying environment.

Is your business and its culture benefiting from a purpose-led brand strategy?

Download our white paper on how to transform you brand with a purpose-led brand strategy.

Download White Paper

Emotive Brand is a San Francisco branding agency.

Embrace Agile Learning and Set Your Business Up For Success

Posted on by Saja Chodosh

Learning as a Competitive Advantage

More and more, a workforce’s capacity for learning is becoming a competitive advantage for businesses and brands today. Staying relevant, fresh, innovative, and creative hinges on a culture’s openness to new perspectives, ability to embrace of different ideas, and willingness to take risks.

As businesses look for new ways to compete, stay agile, and move business forward amidst new challenges and fast-paced changes, having agile learners leading and fueling your business matters now more than ever.

Without Learning, You Risk Losing Relevancy

Research has proven that leaders who aren’t able to shift their assumptions and behaviors over time are more prone to decreasing performance, stagnation, and even ultimate failure. Industries are going to change and shift and demand new levels of expertise, novel perspectives, and constant creativity. Leaders who aren’t able to continuously learn, adapt, and flex new muscles aren’t going to be able to keep up.

It’s okay to have a comfort zone and be aware of where you best thrive. In fact, it’s important to understand your strengths and weaknesses. However, you can’t always stay in your comfort zone. The zone you’re in now won’t be able to compete in the future. Smart leaders and employees are aware of this, and willing to take risks and make moves to continually expand their zones of comfort and areas of knowledge.

So What is Agile Learning?

In a recent post, HBR defines agile learning as “the capacity for rapid, continuous learning from experience.” In order for learning to be agile learning, it can’t only be about absorbing new information and perspectives. It’s also about being able to unlearn what’s no longer needed. The ability to unlearn helps people more quickly embrace novel solutions and get rid of extra information or irrelevant perspectives that are no longer serving them –regularly making room for new knowledge.

Building a Culture of Agile Learning

In order to build a thriving business, you need a team of agile learners – top leaders and employees alike. Here’s how you get there.

1. Develop a growth-mindset

When recruiting, smart businesses aren’t looking at skills alone. A candidate’s capacity to learn and grow has also taken front stage. What potential do they have? How much will we be able to help them grow? These are the questions smart recruiters are asking today. And embracing this kind of growth-mindset can help nurture a culture of agile learners who develop, grow, and learn from one another as their roles progress – driving business forward.

2. Foster experimentation

Agile learners demonstrate a desire to gain new skills and create unique solutions to even the most challenging of problems. And this desire often manifests itself in the ability to experiment – to take small, contained risks, systematically test theories, study new perspectives, and try different methods. Being unafraid of failure is key. As is creating spaces that foster experimentation that can help take this kind of iterative learning to the next level. By embedding experimentation into the way your workplace learns, you ensure that people are motivated to be more flexible, adaptive, and open to new ways of seeing, doing, and solving. Allocating the time and resources to experimentation can help your innovation reach new heights.

3. Focus on collaboration

The more collaborative a workplace, the more agile the learning. When people are able to work together and provide continual feedback, constant learning occurs. Being open to different perspectives, differing opinions, and diverse basis of knowledge is key. The more diverse a group’s perspectives, the more powerful the collaboration – as long as everyone is open and excited to learn from one another. This means building a culture that is able to ask questions, admit weaknesses, let people help where help is needed, and accept outlooks that are different from their own. Taking advantage and learning from the people you see and work with every day is often what helps a business alter its perspective, do something differently, shift the status quo, and find a competitive edge.

Agile Learning Isn’t All About Fast, Fast, Fast

One of the common misconceptions about agile learning is that it’s all about speed. And although speed becomes an organic result of agile learning, in order for learning to be truly agile, businesses also need time to reflect on experiences, priorities, and vision. In order to move fast, you sometimes have to move slow.

Top organizations that are embracing agile learning today are stepping back and taking the time to learn from other’s learning: What did our CEO learn? What did our competitor learn? What did we learn from this mistake? This success? This almost-miss?

Stepping back from challenges, problems, and assignments in order to see the big picture, allows strategic businesses to ask the right questions, tackle the right problems, and prioritize the right kind of learning. And this kind of agile learning is the learning that is going to fuel a business forward and position it to thrive.

Emotive Brand is a San Francisco brand strategy and design agency.

 

 

A Learning Culture Can Bring New Value to your Business

Posted on by Paige Lansing Valle

Expertise in Learning?

Starting a new job or entering a new industry always entails a learning curve. People understand they have to learn quickly in order to survive. It’s the key to their success.

When people work closely in a business or specific industry, as experience builds and time accumulates they often forget this sense of voracious learning. It becomes more and more difficult to see things in a new light. And some top leaders are stuck thinking in a silo.

Some call this ‘the paradox of expertise.’ As expertise increases, people struggle to notice possibilities, discern novel patterns, or see new prospects, ideas, or insights.

Out-Learning the Competition

Learning – studying and absorbing trends, market forces, new technology, research, and happenings within your industry and outside it – is key to success today. It will drive your business towards the future, keep your brand agile and able to shift as fast as the world you work within. Building a culture of voracious learners is one of the best things you can do for your business.

Here’s how to build a learning culture:

1. Look wide and far:

If you gather information from the same, ingrained sources as your competition, the findings and the decisions you make from those findings won’t stand out. Shifting perceptions requires widening the lens of where you’re looking. And innovation and creativity thrive on perception shifting.

Expanding your point of view and discovering a different angle requires bringing people with a diverse array of mindsets into the conversation. Experiment and adopt new ways of thinking, seeing, and working. What you do and how you think should never be contained. So examine what’s happening in other industries and draw parallels and note constrasts. In fact, the most established practices in one industry could be revolutionary when translated into another.

Interconnectivity is key to successful business today. And understanding a business and where it can go requires learning about the world at large and where you are situated within it. A learning culture can help bring new thinking, ideas, and opportunities to your business.

2. Learn collaboratively:

Collaboration hinges on humility. It’s important to listen as if you can learn something – asking questions, engaging fully, and being open to other angles. Everyone within your organization should have the mindset “I’m still learning” – no matter your role.

Admit when you don’t know something. Ask for help from different people. Gather an opinion from someone you don’t usually talk with. These kind of collaborative practices can be quite valuable.

A designer can learn a lot from a strategist, an accountant from a writer, a C-Suite leader from a new recruit, and vice versa. And always share your findings. Engaging in collaborative learning can take an organization to the next level.

3. Be open to what’s possible:

Don’t settle for the status quo. Ask: What can I learn now? What’s possible for my knowledge? My organization? Its products and/or services? Its people? The brand? The best brands of today are built for the future. By being open to what’s possible, you can position yourself to be at the cutting edge of that future.

So take interest in what you don’t know. Strive to gain new perspectives and new information. Expand your knowledge and the scope of your learning in order to fuel creativity, innovation, and agile decision making.

Learn to Thrive

Consider some learning-focused companies today that are thriving. The CEO of WD-40 Company, Garry Ridge, prides himself on building a learning-obsessed company culture. And rightly so. The focus Ridge placed on a voracious learning culture explains how how the company nearly tripled its share price since 2009.

Google has formalized informal and continuous learning, giving employees allocated time to explore their own interests within the workplace. GE has created programs such as Change Acceleration Process, meant to foster experiential and continuous learning and fuel innovation.

The examples are many. No innovative, cutting edge, top company today is at the top because they stopped asking questions. These companies are always curious and always learning.

Creating a learning culture can foster the business agility and open mindedness that businesses and brands require today. And leaders who put a premium on learning can help fuel a culture of learners that will shine from the inside out. So focus on learning as an asset and position your business for greatness.

Emotive Brand is a San Francisco brand strategy and design agency.

Why Embrace The Squishy Idea Of Purpose?

Posted on by Tracy Lloyd

Purpose does more than make brands appealing to people – it makes money for the businesses that embrace the concept. So claims the chairman of Deloitte, an active evangelist for the “squishy business attribute” called purpose.

Continue reading “Why Embrace The Squishy Idea Of Purpose?”

The “Best Places to Work” Aren’t Places at All

Posted on by Tracy Lloyd

There’s a new trend in Silicon Valley with tech brands. Famous tech brands are building enormous headquarters designed by famous architects. They’re using the greenest, healthiest materials, the latest environmental technology, creating the most unusual, innovative workspaces, and bringing thousands of employees under one roof.

What’s the goal?

Continue reading “The “Best Places to Work” Aren’t Places at All”

Should Your Business Embrace a Purpose-led Brand Strategy?

Posted on by Jerry Holtaway

Purpose-led

The notion of purpose-led  does more than make brands appealing to people – it makes money for the businesses that embrace the concept. So claims the chairman of Deloitte, an active evangelist for the “squishy business attribute” called purpose.

Why invest in a woolly, emotional, and squishy idea like purpose? Won’t it be hard to get everyone in my organization and all my customers to understand and embrace it? What is it really beyond a set of words? What value does brand strategy deliver?

These are the questions I often confront as a proponent of empathy, purpose, and emotion. It’s the question of the never-relenting ROI monster, “What’s in it for me?”

Well, here’s the answer, from no one less than the chairman of the world’s largest audit, tax, and consulting firm, Deloitte.

Majority of employees and executives sense lack of purpose and meaningful impact

In a past interview with Bruce Rogers, Forbes’s Chief Insights Officer, Punit Renjen put it simply: “Our research reveals the need for organizations to cultivate and foster a culture of purpose.”

Deloitte’s research has revealed that 91% of respondents who said their company has a strong sense of purpose, also has a history of strong financial performance. Yet, 68% of employees and 66% of executives believe businesses do not do enough to create a sense of purpose and deliver meaningful impact on all stakeholders.

Walking the talk with a $300 million investment to bring mission and purpose to life for Deloitte’s customers and employees

Punit practices what he preaches, and has invested $300 million to ensure his own firm’s mission and purpose is clearly understood by its customers and its nearly 60,000 employees in the U.S. “It’s not just words on a piece of paper,” said Punit.

“My goal is to change the conversation about what makes companies succeed,” Punit continues. And certainly the mission is good for Deloitte and serves to position the firm as a thought leader in how businesses operate best in today’s complicated, global economy. But perhaps more importantly, as Punit states frankly, “it just feels good.”

From squishy idea to profitable business practice

I believe in the concept of purpose when it recognizes, through an empathetic attitude, the needs, values, interests, and aspirations of people. Not a bunch of corporate mumbo-jumbo, but a clear, heartfelt, and human statement of purpose.

Brands need to create a reason for being that resonates deeply with everyone from the C-suite to the night guard; from the close-in, long-term customer to the distant prospect; and from the most loyal employee to the hungry-for-meaning young recruit.

Oh, and there’s one more thing

Brands need to seriously invest time and money to transform the purpose concept into an active driver of personal ambition, behavior, and gratification. In other words, to do what it takes to create a culture of purpose that goes beyond “just words on a piece of paper”. That is, a culture that creates meaningful impact each and every day. It’s not easy to do, but the rewards are there for the brands that want to stand above the rest. We have authored a white paper entitled The Meaningful Workplace which you might enjoy.

Is it time to kick-start your brand strategy and embrace these ideas? Click here  to see what clients have worked with Emotive Brand to implement purpose-led brand strategies.

Culture Shock – Will McInnes Envisions Truly Meaningful Work

Posted on by Tracy Lloyd

The power of meaningful work is  topic we have been writing on for years. When Culture Shock was released, we were more than intrigued.

Culture Shock: A Handbook for 21st Century Business is a fascinating read from Will McInnes.

McInnes provides an insightful and helpful guide to leaders who are challenged by today’s turbulent environment. Exploring the concept of the “social business”, he covers a breadth of topics relevant to leadership in the 21st Century, including “purpose and meaning”, “conscious leadership”, “change velocity”, and “fair finances”.

We were intrigued by his section on “democracy and empowerment”, in which he paints an interesting vision for more meaningful, and successful, workplaces.

Continue reading “Culture Shock – Will McInnes Envisions Truly Meaningful Work”

If You Believe Your People Are Engaged, Think Again

Posted on by Tracy Lloyd

We recently came across an old, but provocative article in The Economist entitled, “Corporate culture: The view from the top, and bottom“.

It detailed findings from the “National Governance, Culture and Leadership Assessment”, a survey based on thousands of American employees “from every rung of the corporate ladder”.

Key findings from our perspective:

  • “41% of bosses say their firm rewards performance based on values, only 14% of employees swallow this.”
  • “27% of bosses believe their employees are inspired by their firm. Also only 4% agree.”
  • “43% of those surveyed described their company’s culture as based on command-and-control, top-down management or leadership by coercion – what researcher Dov Seidman calls ‘blind obedience”.
  • “54% saw their employee’s culture as top-down, but with skilled leadership, lots of rules and a mix of carrots and sticks, which Mr. Seidman calls “informed acquiescence”.
  • “Only 3% fell into the category of “self-governance”, in which everyone is guided by a ‘set of core principles and values that inspire everyone to align around a company’s mission'”.

Behind all this is the growing gap between what business needs and what matters to people.

By not creating a meaningful balance between the two, companies seem to alienating people more and more. Company efforts to engage and align employees using traditional messages and rewards are falling on deaf ears.

The emotive branding process seeks to bridge this damaging gap. Our clients walk away with a clear route to a more meaningful position in the hearts and minds of people. They put to use the tools we develop to change the attitudes and behavior of the people behind the brand.

It boils down to this simple formula: Why + Emotions = Meaning.

Emotive Brand is a San Francisco brand strategy firm.