Strategic Reframing and Direction Setting - Where Brand Becomes Strategy - Martin Rowlatt, The Impact Business

My work starts upstream of much brand consulting, at the point where brand and business strategy coalesce - with leadership teams who sense something needs to change, but where the absence of a new frame means conviction can't yet become decision. What that process produces is the clarity to choose with confidence, and the conviction to move. Here, brand reveals strategy - it doesn't just express it.

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It tends to show up in recognisable ways.

Strategic Misalignment Signals

When strategic misframing is present,
it often shows up like this

You may recognise the situation:

01

Strategy conversations circle around optimisation rather than choice

02

Growth ambitions exist, but the competitive frame still belongs to the past

03

Brand, product and business strategy are moving at different speeds

04

Leadership alignment exists on the ambition, but not on the path

05

Major investment decisions are being made without a clear narrative of advantage

These are rarely execution problems.
They are framing problems.

Behind each of these, the same underlying cause.

The Problem

Confident movement in the wrong direction

In many organisations, strategy is treated as a problem of optimisation - refining an existing plan, sharpening positioning, improving execution. But by the time these conversations begin, the most consequential assumptions are already in place. Strategy becomes an exercise in justification rather than choice.

Misframing shows up when:

  • Markets described using inherited or outdated logics
  • Value measured through proxies that no longer reflect reality
  • False trade-offs accepted as inevitable
  • Ambition bounded by assumptions no one has challenged

“When the frame is wrong, even strong strategies struggle - because they are optimising for the wrong problem.”

The solution is rarely more strategy. It's better framing.

The Shift

Reframing Through Brand doesn’t provide answers. It changes the questions that matter.

Strategic reframing is the deliberate act of changing how a problem is understood - so that better choices become possible. When the frame changes, different choices become visible.

The questions that unlock this are rarely the ones already on the agenda.

Strategic Direction

Reframing determines which futures are visible.
Direction setting determines which future is chosen.

Direction requires leadership teams to answer four questions:

  1. What problem are we solving?
  2. What role will we play?
  3. What trade-offs will we accept?
  4. What will we deliberately not optimise for?

Only once direction is clear does brand strategy become meaningful.

Direction without architecture is intention without infrastructure.

Brand Architecture

Brand architecture is no longer a static system of rules. It is a strategic operating system.

How a complex organisation structures its brands, portfolios, and competitive positions is one of the most consequential strategic decisions it can make - determining what it can grow, what it can acquire, and what it can become.

For these situations, I bring a proprietary framework: the 8 Strategic Expressions of brand architecture. Developed over 25 years of working with complex enterprises, it maps the distinct structural logics available to an organisation - each with a different commercial rationale, competitive implication, and implementation pathway.

This is not a methodology applied to every engagement. It is brought to bear when the architecture of the brand system itself is the strategic question - and when getting that architecture wrong would cost the business its future options.

The 8 Strategic Expressions

  • Ecosystems 01 +

    Building for adaptability and partnership rather than control. Fitness for future, not brand guidelines.

    The strategic question: How do we build for adaptability and partnership rather than control?

  • De-centralising 02 +

    Empowering independence of operation and creativity from outside in, rather than inside out. About empowerment and autonomy, not visual identity variance.

    The strategic question: Where should authority and creativity sit - centre or edges?

  • Decluttering 03 +

    Re-aligning around core pivotal strengths and leveraging these. About strategic focus, not portfolio rationalisation.

    The strategic question: What should we actually be famous for?

  • Linchpins 04 +

    Brands that perform a key role in opening customer engagement and relationships. Some brands enable the system rather than monetise directly.

    The strategic question: Which brands open doors versus generate revenue?

  • Platformification 05 +

    A future-focused 'plug and play' operating and business model providing more opportunities for value-creation from supply and demand partners.

    The strategic question: How do we create value through participation, not just ownership?

  • Two Speed 06 +

    Organisations in the process of pivoting or transforming. About managing transformation tension - running present and future business models in parallel.

    The strategic question: How do we transform without breaking what works today?

  • Agile Masterbrands 07 +

    Building more flexibility into the masterbrand narrative to allow greater freedom and stretch in terms of relevance and credibility. About strategic elasticity, not visual consistency.

    The strategic question: Can our core brand credibly stretch into new territories?

  • Venture / Option-Creation 08 +

    Creating future options without destabilising the core. Separation enables experimentation while preserving the integrity of the parent system.

    The strategic question: How do we explore futures without constraining them prematurely?

A proprietary diagnostic tool is available for qualifying engagements

The work follows a consistent pattern, even as the problems vary.

How I Work

Three pillars. One coherent philosophy of practice.

The practice is built on three interconnected ideas - each one necessary, none sufficient alone.

Strategic Reframing Through Brand
Pillar 01
Strategic Misframing

Most strategic problems persist because they are framed incorrectly.

+In practice
In practice

Surface the unasked questions behind the brief. Redefine how the organisation understands its role, value creation, and basis of competition.

The most valuable reframing work happens early, with senior teams, before positions harden and before commitments become difficult to reverse. It requires judgement rather than analysis alone, and active leadership participation - not just endorsement.

  • Category definition
  • Market boundaries
  • False trade-offs
  • Hidden assumptions
  • Inherited strategic logic
Pillar 02
Strategic Reframing

The most powerful strategic move is changing the frame.

+In practice
In practice

Translate leadership intent into coherent systems of choices, trade-offs, and constraints. Move from inherited frames to new strategic narratives.

Direction comes from leadership teams being able to say with confidence: this is the problem we are choosing to solve, this is the role we intend to play, these are the trade-offs we accept. Reframing creates the conditions in which those statements can be made - and held - under scrutiny.

  • Role and meaning
  • Perception and positioning
  • Category redefinition
  • New strategic questions
  • Degrees of freedom
Pillar 03
Strategic Infrastructure

Once strategy becomes visible, brand becomes the system that carries it.

+In practice
In practice

Build brand as an operating system - an integrated infrastructure where strategy, architecture, identity, and behaviour coordinate as a unified system.

This includes the brand narrative, positioning, role persona, and propositions that define how the organisation will compete and be understood. The result is a brand platform that aligns leadership, guides decision-making, and gives the strategy a durable voice in the market.

  • Narrative and positioning
  • Role and architecture
  • Portfolio coherence
  • Leadership alignment
  • Durable market presence
Reveal the problem → Reframe the opportunity → Build the system

Core Capabilities

Strategic Reframing

Shifting competitive categories, value propositions, and market definitions to create new strategic degrees of freedom.

Category Architecture

Creating new competitive categories versus optimising within existing definitions.

Direction Setting

Translating leadership intent into coherent systems of choices, trade-offs, and constraints.

Brand as Operating System

Building integrated infrastructure where strategy, identity, culture, and behaviour coordinate as a unified system.

Narrative Development

Translating business transformation into compelling narratives that drive organisational change.

Brand Architecture

Designing multi-dimensional frameworks (8 Strategic Expressions) for complex enterprise portfolios.

Competitive Repositioning

Redefining who companies compete against and on what basis.

C-Suite Facilitation

Working with executive leadership to surface and answer the unasked strategic questions behind the brief.

The pattern holds across sectors, scale, and strategic challenge.

Track Record

More than 30 years reframing brands for success

Complex, multi-stakeholder transformation programmes across Europe, North America, the Middle East, East Africa, and South-East Asia.

Transformation · Retail · UK
Argos
The Partners · 2013–2014
The Reframe
From “unique but outdated catalogue retailer” to next-generation SuperRetailer - a category of one.
Read case study
The Challenge

New CEO leadership arrived with a five-year business strategy to reinvent Argos as a digital retail leader. However, the brand was trapped in a legacy retail catalogue positioning - neither premium enough to compete with John Lewis nor cheap enough to compete with Amazon. The organisation needed fundamental repositioning to align brand with business transformation, but faced the classic challenge: how do you reframe a 40-year-old brand without destroying what made it trusted amongst its heartland, whilst appealing to a higher-value, digital-savvy shopper?

The Reframe

Argos had already set off in the wrong direction - exploring how to shift from unique and convenient catalogue retailer (one-of-one) to a modern digital retail leader (one-of-many). Not surprisingly, it was struggling to find the right framing for its new narrative amongst an already mature and populated space. Leveraging Argos’s hybrid digital-physical infrastructure as an advantage rather than a compromise, we reframed Argos as THE next-generation, category-of-one retailer. Welcome to SuperRetail - an energised, category-defining strategy to inspire Argos employees and attract an aspirational new ‘super-shopper’ audience.

Strategic Moves
  • Brand-led reframing and category-defining brand strategy developed with Senior Leadership
  • Supported roll-out of new digital operations infrastructure, SuperRetail digital stores and hub-and-spoke distribution model restructure
  • Became catalyst for a unique collective of propositions that led category innovation, not catch-up
  • Introduced an Argos ‘Simple Value’ own-brand range as part of a product brand architecture revitalisation
The Impact

Work preceded sale of business to Sainsbury’s. Brand Impact Awards 2015 Winner · D&AD Wood and Graphite Pencils 2016.

Merger Transformation · International Development · Global
Palladium
The Partners · 2014–2015
The Reframe
From “international development contractor” to positive impact leader - shifting the competitive set from traditional contractors to strategic consulting firms and impact investors.
Read case study
The Challenge

Global development professional services group had ambitious business strategy to create a new market category, but brand strategy hadn’t caught up. Leadership recognised they couldn’t achieve category-creating business ambitions while positioned as a traditional development contractor. A five-way competitive pitch required demonstrating understanding of how to align brand strategy with genuinely category-shifting business intent across a globally distributed organisation.

The Reframe

Reframed from “international development contractor” to “positive impact leader.” Rather than competing in the traditional development services category (where clients buy compliance and implementation), positioned Palladium in a new category where clients buy measurable positive impact and transformation capability. This shifted the competitive set from traditional contractors to strategic consulting firms and impact investors - a more valuable conversation.

Strategic Moves
  • Facilitated globally distributed brand strategy process with Executive Leadership Team
  • Achieved accelerated alignment and buy-in for category-creating positioning
  • Developed brand architecture supporting both consulting and implementation businesses
  • Created narrative connecting positive impact positioning to operational delivery
  • Subsequently contracted to design comprehensive marketing planning framework
The Impact

Brand successfully relaunched July 2015. Positioning enabled Palladium to compete for higher-value strategic mandates. Leadership credited brand strategy with supporting business transformation and enabling M&A conversations in adjacent categories.

Merger · Legal Services · CEE / Middle East
CWB Group
The Impact Business · 2022–2023
The Reframe
From geographic consolidation of regional firms to SuperRegional category creation - a new competitive position between traditional regional firms and global giants that neither could occupy.
Read case study
The Challenge

Merger of regional IP law firm groups (CWB and Petošévić) across the Middle East and Central Europe created a footprint opportunity, but leadership and investors recognised that “bigger regional firm” wasn’t a compelling strategic story. They needed to translate geographic expansion into distinctive market positioning that would support further growth into South Africa, South America, and other emerging markets. The silent question: how do we become more than the sum of our parts?

The Reframe

Reframed from “geographic consolidation of regional firms” to “SuperRegional category creation.” Rather than positioning as an expanded regional player competing against other regional firms, created a new competitive category between traditional regional firms and global giants. “SuperRegional” positioning wasn’t about size - it was about distinctive capabilities and market understanding that neither pure regional nor pure global firms could match. This reframe made the merger strategic, not just structural.

Strategic Moves
  • Worked directly with executive team and investors to develop strategic narrative
  • Created brand architecture distinguishing SuperRegional positioning from regional and global alternatives
  • Developed go-to-market strategy emphasising unique value proposition
  • Designed migration planning for consolidating legacy brands into unified platform
  • Extended strategy to support expansion roadmap for additional emerging markets
  • Positioned merger as category-defining move rather than defensive consolidation
The Impact

CWB launched 2023 as “unrivalled super-regional IP firm” following merger of Cedar White Bradley, Petošévić Group, and Hahn & Hahn. SuperRegional positioning enabled premium pricing and distinctive competitive positioning that geographic consolidation alone would not have supported.

Temporal Reframe · Public Health · Global
Moore
The Impact Business · 2023–2024
The Reframe
From reactive response to proactive prevention - shifting resource allocation questions from “how much should we spend responding?” to “what’s the cost of not preventing?”
Read case study
The Challenge

Johns Hopkins Bloomberg School of Public Health research centre focused on child sexual abuse faced a fundamental positioning challenge common in public health: most resources and public attention focus on response and treatment after harm occurs, with minimal investment in prevention. Despite being established specifically for prevention research, the Centre risked being perceived as another reactive response organisation. How do you reframe an entire field’s approach while building support for prevention-first investment?

The Reframe

Developed “Prevent It Forward” strategic framework that fundamentally reframed the conversation from reactive response to proactive prevention. Rather than positioning against other response organisations, reframed the competitive landscape as “prevention versus perpetuation.” This temporal reframe shifted resource allocation questions from “how much should we spend responding?” to “what’s the cost of not preventing?” Positioned prevention as both moral imperative and practical investment in future generations - making it common sense rather than aspirational.

Strategic Moves
  • Repositioned Centre’s public health approach from treatment and intervention to primary prevention
  • Created strategic narrative connecting research, policy change, and prevention programmes
  • Developed “Prevent It Forward” framework as organising principle for all communications
  • Shifted conversation from “child sexual abuse is inevitable” to “prevention is possible”
  • Positioned prevention research as investment rather than expense
  • Created language and frameworks that policymakers and funders could adopt
The Impact

“Prevent It Forward” positioning enabled the Centre to articulate its distinctive contribution and attract support for prevention-first approaches. The framework provided language that shifted public discourse from reactive response to proactive prevention - establishing prevention as a viable policy position rather than aspirational hope.

Challenger Strategy · Hospitality · UK
BLOC Hotels
Start Design · 2019
The Reframe
From “quality budget hotel” - a category framed around price - to purposefully engineered short-stay for the now generation: built around how people actually travel, not how hotels have always operated.
Read case study
The Challenge

Fast-growing hospitality startup had strong operational concept and investor interest but lacked clear strategic positioning. Founders recognised they weren’t competing in traditional hotel categories (budget, mid-market, luxury) but hadn’t articulated what new category they were creating. With estate rollout imminent, needed positioning that would attract both customers and continued investment while differentiating from both budget chains and boutique alternatives.

The Reframe

The hospitality industry had framed the market around price tiers. BLOC’s founders had spotted something different: a structural gap between the pace at which travellers were moving and the extent to which hospitality brands were failing to keep up. The target wasn’t budget-conscious - it was the pragmatic, discerning ‘now generation’: technology-powered travellers who wanted a premium night’s sleep without paying for amenities they’d never use. Reframing BLOC from “affordable quality hotel” to purposefully engineered short-stay created a category BLOC could own - defined not by price point but by design intelligence, traveller-centricity, and the simple promise: Sleep Well. Stay Positive.

Strategic Moves
  • Worked directly with founders to clarify strategic vision and positioning
  • Defined category space emphasising intelligent design over traditional amenities
  • Created proposition architecture distinguishing “smarter” from “cheaper”
  • Developed brand story supporting both customer acquisition and investor narrative
  • Positioned estate rollout as category expansion rather than chain replication
  • Established principles for maintaining brand integrity across multiple properties
The Impact

Positioning enabled BLOC to attract investment for continued expansion while maintaining premium pricing relative to budget alternatives. “Smarter hospitality” narrative differentiated the brand in a crowded market and provided a framework for operational decisions and property development.

Category Creation · Fintech · Russia
MOKKA
The Impact Business · 2019
The Reframe
From “buy now, pay later instalment product” to Advance Account - a new breed of digital credit positioned between inflexible traditional credit cards and transactional BNPL plans.
Read case study
The Challenge

Founders developing a new consumer fintech brand for Russia, Poland and Romania faced a critical positioning challenge in the emerging “buy now, pay later” category. BNPL was becoming commoditised with multiple competitors offering similar instalment products. Leadership recognised that competing as “another BNPL provider” meant an inevitable race to the bottom on fees and margins. Won a four-way pitch to develop positioning that would differentiate in a fast-evolving, increasingly crowded category.

The Reframe

Reframed from “buy now, pay later instalment product” to “Advance Account - new breed of digital credit.” Rather than competing in the BNPL category on payment terms, created a new category positioned between traditional credit cards (inflexible, opaque, punitive) and BNPL instalment plans (limited, transactional). “Advance Account” wasn’t about splitting purchases - it was about giving users advance access to their own future earnings with transparency and control that traditional credit never provided. This categorical reframe made MOKKA a credit innovation rather than a payment alternative.

Strategic Moves
  • Conducted international category audit of BNPL landscape and competitive positioning
  • Led local consumer focus groups exploring attitudes toward credit and control
  • Developed “Advance Account” category language and positioning framework
  • Created brand proposition emphasising fairness, transparency, and user control
  • Designed naming and identity for app-based digital-first proposition
  • Positioned MOKKA as credit category innovation rather than BNPL feature competitor
The Impact

“Advance Account” positioning enabled MOKKA to escape BNPL commoditisation and compete for different customer relationships - users seeking better credit rather than split payments. Category reframe supported premium positioning and provided language that differentiated MOKKA from both traditional credit and BNPL alternatives in regulatory and investor conversations.

Client experience

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About

Martin Rowlatt

I've spent more than thirty years helping complex enterprises see their strategic situation differently. Not incrementally differently - fundamentally differently. The kind of reframe that changes what futures are even visible.

Most brand strategy converges. Same frameworks, same metrics, same category assumptions - and so, often, the same answers. My work deliberately operates outside that gravity. Real advantage tends to emerge earlier, from the unasked question, the structure everyone else accepted as fixed, or the lateral move that changes what is possible. I bring a perspective shaped as much by creative ingenuity as strategic rigour - and thirty years of knowing where to look.

Brand, at its most powerful, is the mechanism for doing exactly that. Not communications. Not positioning. Strategic clarification - of where you compete, how you create value, and what you could become.

My methodology spans category architecture, competitive repositioning, and enterprise-level direction-setting. I work directly with senior leadership teams - surfacing the unasked questions behind the brief, and reframing how the organisation understands its role, its value, and its basis of competition.

I treat brand as an operating system rather than a communications layer - where strategic positioning, identity, culture, and behaviour work together to make transformation credible and sustainable.

The work is multi-dimensional rather than linear, and deliberately visual - helping leadership teams arrive at strategic reframes naturally rather than being presented with them. I've led complex programmes across Europe, North America, the Middle East, East Africa, and South-East Asia.

Agency experience

Circus DixonBaxi Interbrand Saatchi & Saatchi Start Design Straightline International The Partners / WPP Zag

Thinking

Two perspectives on the strategic questions that matter most - on reframing, direction setting, and the architecture decisions that shape what an organisation can become.

Strategic Reframing · Direction Setting

Strategic Reframing as Direction Setting

A leadership perspective on why the most valuable strategy work now happens before the answers are clear - and why misframing is the hidden source of strategic drift.

“The result is not poor execution, but confident movement in the wrong direction - often followed by costly resets, loss of momentum, and erosion of leadership credibility.”

The problem with how strategy is often approached

In many organisations, strategy is treated as a problem of optimisation: refining an existing plan, sharpening positioning, improving execution, aligning teams behind agreed priorities. This is important work - but it often happens too late in the decision cycle.

By the time many strategy conversations begin, the most consequential assumptions are already in place: how the market is defined, what success is taken to mean, which trade‑offs are considered legitimate, where ambition is quietly constrained “by reality”. At that point, strategy risks becoming an exercise in justification rather than choice.

Misframing: the hidden source of strategic drift

Most strategic inertia does not come from conflict. It comes from misframing. Misframing shows up when:

  • Markets are described using inherited or outdated logics
  • Value is measured through proxies that no longer reflect reality
  • False trade‑offs are accepted as inevitable
  • Ambition is bounded by assumptions no one has explicitly challenged

The reframing move

Strategic reframing is the deliberate act of changing how a problem is understood - so that better choices become possible. Reframing does not provide answers. It changes the questions that matter.

Reframing might involve redefining the system or category the organisation is really competing in; shifting focus from products to the roles the organisation plays in customers’ lives; reframing growth from expansion into new spaces to accumulation of advantage over time; moving the conversation from reaction to prevention, or from cost to value creation.

Why this work cannot be delegated or rushed

Reframing requires judgement rather than analysis alone, comfort with ambiguity, willingness to surface tension and disagreement, and active leadership participation - not just endorsement.

When this work is delegated, strategy teams and advisors are forced to optimise within inherited frames. The result may be coherent plans - but plans that reinforce existing narratives rather than challenge them. Alignment becomes superficial, and disagreement re‑emerges later around investment, prioritisation, or execution.

This is why the most valuable reframing work happens: early, with senior teams, before positions harden, before commitments become difficult to reverse.

The strategic payoff

Organisations that invest in reframing early gain clearer and more durable strategic choices, stronger leadership alignment under pressure, more coherent growth narratives, and brands that behave as strategic actors rather than surface‑level wrappers.

Most importantly, they gain confidence in the direction they choose - even when certainty is incomplete - because that direction is grounded in a shared understanding of the problem they are solving.

If strategy is about choosing a direction, then reframing determines which directions are even visible. The question for leadership teams is no longer “What is the right strategy?” - but: “Are we confident we are framing the right problem, and therefore choosing from the right futures?”
Brand Architecture · Operating Systems

Brand Architecture as a Strategic Operating System

Why brand architecture decisions have become direction‑setting decisions - and why they can no longer be delegated, delayed, or treated as a downstream exercise.

“Architecture is not about control for its own sake. It is about designing a system that allows the organisation to move with confidence.”

The problem with how brand architecture is usually understood

In many organisations, brand architecture is still treated as a hygiene exercise: a way to organise names and hierarchies, a governance framework to manage consistency, a rationalisation tool after growth, acquisition, or sprawl. Important work - but fundamentally backward‑looking.

This view assumes strategy is already clear, and architecture’s role is simply to tidy up what follows. In that framing, architecture is an output of strategy, not a contributor to it. In increasingly complex and fast‑moving environments, that assumption no longer holds.

Architecture quietly answers fundamental leadership questions

Leadership teams across sectors are navigating overlapping pressures: faster cycles of growth and innovation, platform and ecosystem business models, decision‑making pushed closer to customers, greater scrutiny and accountability, the need to deliver today while building for tomorrow.

In this context, architecture quietly answers some of the most fundamental leadership questions:

  • Where does authority sit?
  • Where does confidence accumulate?
  • How much autonomy versus coherence do we need?
  • What are we prepared to stand behind - and where do we deliberately allow difference?

These are not branding questions. They are direction‑setting decisions. Which is why brand architecture can no longer be delegated, delayed, or treated as a downstream exercise.

From guideline system to operating system

Brand architecture is no longer a static system of rules. It is a strategic operating system. It shapes how ambition scales, how risk is carried, how meaning compounds over time, how future options remain open - or become constrained.

Traditional thinking focuses on mutually exclusive, static architecture models. A guideline system asks: what names do we use? What sits above or below what? What rules ensure consistency? An operating system asks: how does value flow through the organisation? Where should trust sit - centrally or locally? How do we enable growth without fragmenting meaning? How do we adapt without losing coherence?

This shift mirrors what has already happened in technology, governance, and organisation design. Brand architecture is catching up.

The 8 Strategic Expressions

Rather than choosing between static models, complex enterprises need a richer vocabulary. Developed over 25 years working with organisations navigating this challenge, the 8 Strategic Expressions map the distinct structural logics available - each with a different commercial rationale, competitive implication, and implementation pathway: Ecosystems, De-centralising, Decluttering, Linchpins, Platformification, Two Speed, Agile Masterbrands, and Venture / Option-Creation.

If brand architecture is strategy made visible, then every architecture decision is a statement about the future you are building. The question is whether that statement is being made deliberately - or by default.

Contact

The right conversation changes everything.

If your markets are shifting, growth has stalled, or your strategy is no longer creating the advantage it once did - this is the conversation worth having.

martin@theimpactbusiness.com →
LinkedIn linkedin.com/in/martinrowlatt
Available for Independent engagements · Agency embedded roles · C-suite advisory