Have you watched the opening ceremony of the Paralympics that was held following the Olympics?
Perhaps it was because of the mess caused by the resignation drama; I was given the impression that various performances were performed undirected at the opening ceremony for the Olympic Games from beginning to end. On the contrary, the concept for the opening ceremony of the Paralympic Games was “WE HAVE WINGS”, and it left the impression that “the concept was solid, consistent, and very wonderful.” In fact, it seemed that it was not only highly evaluated by the Japanese media but also by overseas media as well. Those who have seen both opening ceremonies probably re-realized the importance of coherence of concepts. If you’ve only watched the opening ceremony of the Olympics,I recommend you take a look at the broadcast:
This “concept” is one of the things that SMO has always advocated as important alongside “Purpose”. We’d like to explain the “PCSE model” that we originally have been advocating, quoting CEO Saito’s book “PURPOSE BRANDING”…
When people or organizations refer to “taking action”, they usually move from “thinking” to “acting.”
The process of “thinking” is called “strategy (S)” in the case of a company (…), and in order to make those strategies feasible, a larger, comprehensive policy that bundles all the strategies is necessary. That is the “concept (C)“. That shows the central idea of an organization or brand.
Then, what will happen in the case where the concept is not properly decided? Like the Olympic Games Opening Ceremony, what should companies do to prevent ambiguity in concept due to various obstacles? (Hereafter, quoted from the book)
Strategies need to be pragmatic, while concepts need to be engaging. However, because of that, if a concept is decided simply because it is cool or trending, it tends to end just by repolishing the surface level. There is a possibility that a concept that does not have a fixed, core axis will be changed within a short time period because it has not been performing well, or because competitors have created something that goes against it.
From concept to strategy to execution, there is something you need in order to be consistent. It is the answer to the essential questions such as “Why is there 〇〇?” And “Why does 〇〇 exist?” In other words, you need to be clear about the “purpose (p)” of what you are trying to do.
For ceremonies and shows held in sports competitions or products developed within a company– anything that requires such a “concept”–the core of the concept itself must be properly defined so that it does not become unstable. That core is the reason for the existence of the organization itself = Purpose, and it is crucial whether or not everyone is involved in it.