Ask most people what they think is meant by ‘branding’ and they would probably define it as advertising, selling, or simply a logo. At a more sophisticated level, a brand might be seen as a message conveyed not just in slogans but in behaviour too. Recently we have seen a rise in so called “authentic” brands, which try to convey a message of tradition, authenticity and heritage; however the slightest probe beneath the surface suggests their publicized values stop at the boardroom and finance office: the labour practices that bring you your jeans, or the tax deals behind your morning coffee. The authenticity is only skin deep – but it is effective. Despite the rise of ‘the brand’ and the deluge of identities, logos and corporate straplines, in today’s globalized consumer landscape, our towns and cities are becoming more homogenous and indistinguishable from others not just in our own countries, but also around the world. Stirling has many of the same shops as Seattle and Shanghai, Lisbon the same cafes as London. In effect, we are living in a monoculture (see, for example, Michaels, 2013).

But within this context there are organisations, from sole traders to start-ups and established businesses, that base their activities on values they will not compromise. Does design play a role in these truly authentic brands? Furthermore, when you can suggest authenticity with a typeface and a wood-panelled shop interior, what hope does such an authentic business brand have against its bigger, richer, and less scrupulous competition?

In light of the above, this chapter discusses three key questions: What is truly authentic branding, and what relationship does it have to design? How can design and marketing teams learn from this approach? The chapter concludes by revealing early attempts to encourage this way of thinking in education in terms of design management students and other future change agents.

• Organisation