How can your brand help you to practice law? To design and construct buildings? To release disruptive SaaS models, or disrupt the financial and data sectors? Ask smaller professional services firms about purpose, and the responses are often about their day-to-day, not the intangibles that could help lift them out of their ever-growing ‘to-do’ lists.
If you’re holding up your hands up here, or you haven’t thought about your firm’s purpose for years, strap yourselves in. We’re about to show you how we’ve successfully positioned and launched countless purpose-led professional service brands over the last few decades.
Starting with your feet on the ground
Every service-led brand has a purpose. The question you should ask yourself is whether that purpose stretches beyond profit.
For some firms, claiming to be different makes them feel deeply uncomfortable. That’s often because these claims aren’t founded in truth. Their business model, processes, products, services, teams, data and IP might be easily confused with that of rival firms. We see it all the time.
We’ve also felt the push-back against high-level statements about ‘why’ a firm exists. These statements can be abstract, and we understand why this makes brand owners nervous. There are plenty of examples of brands that have been put through the wringer for virtue signalling, or where there’s an environmental impact, greenwashing.
The misconception
The result is that many firms leave intangibles, such as values and purpose, to major players, like ‘The Big 4’. Small and mid-tier firms often feel that they need to stay in their lane, as it’s too challenging for them to implement successfully.
Put bluntly, this is rubbish. And it’s a hill we’re willing to die on.
With careful management, the opportunity is there, whatever your size. Firms with ambition quickly recognise that they need to stand for something bigger than what they sell.
They understand that being purposeful helps attract the right clients, colleagues and press while driving a wedge between themselves and their competitors who superficially offer the same things, often for a similar fee.
The ‘why’ behind your firm’s ‘what’ will shape how you are remembered. Firms without a clearly defined purpose often rely on an unpredictable mix of surface-level marketing, networking, and referrals to bring in work. This is fine at the start, but it’s unlikely your name alone will have the long-term impact you are looking for.
How to get started
Let’s not beat around the bush — defining your purpose needs to be done properly. Get it wrong and your purpose quickly becomes an empty vessel that’s either ignored or abandoned altogether. A waste of time and resources that leaves you frustrated and disillusioned.
Get it right, and it can change your future. It will steer your firm through difficult periods, unite your people and, possibly, make you a lot of money in the process. To give your professional service brand the best chance of success, it’s absolutely critical that you first look inward to understand what makes your professional services firm tick.
Hold a mirror up to yourself, observe, then take note of what you see, even if it isn’t all good.
Ask yourself these questions
- ‘What makes our firm brilliant?’
- ‘What’s holding us back?’
- ‘What inspires our team to do their best work?’
- ‘What gets our people excited?’
- ‘What can we do that no one else can?’
- ‘Why do we do it that way?’
- ‘What do we believe in?’
- ‘What do we fight against?’
- ‘What benefit do we bring to others?’
- ‘What do we love about our work?’
- ‘What can we change?’
How it works
Your brand purpose isn’t a veneer that is applied to your firm. It has to be genuine. Keeping your feet on the ground will help you create something that feels truly ‘you’. There’s no point in writing a strategy for a business that doesn’t exist — it won’t fool anyone, and it will fall flat internally.
By asking yourself — and your colleagues — these difficult, existential questions, you are more likely to surface meaningful insights on which you can build your brand.
These are the foundations that will help you achieve your goals.
Example: Dell Technologies
‘To drive human progress through groundbreaking technology.’
Dell’s purpose isn’t a slogan. It isn’t a tagline. It’s a principle that’s woven into the business DNA. It’s built on a brand truth that has been consistently recognised throughout its history.
This purpose is grounded in the truth that Dell has always been at the forefront of innovation in the tech industry, from pioneering direct-to-consumer sales to becoming a leader in personal computing, data storage, and enterprise solutions. The statement hasn’t tried to create something new — it’s a simple reflection of who they are and why they exist. A direct reflection of the company’s legacy of solving real-world problems.
Dell’s commitment to driving human progress is also a real, measurable force that influences everything they do. Their collaboration with Intel to create the ‘I will always be me’ campaign perfectly demonstrates how their technology can be used to improve the lives of those who use it. Their technology has empowered businesses to scale, provided tools that support remote work, and helped the healthcare, education, and manufacturing sectors thrive in an increasingly digital world. Their purpose is inextricably linked to their business strategy, guiding everything from product development to customer relationships, environmental policies and sustainability initiatives.
Key insight
Dell have kept their feet firmly rooted to the ground by building their business on an undeniable brand truth. They haven’t fabricated a reality to impress their competitors or win design awards. We can all learn from this.
‘Our success is due, in part, to not just an ability but a willingness to look at things differently.’
Michael Dell, Founder and CEO, Dell Technologies
Feeling the fear, but doing it anyway
Purpose-led professional service brands can cure two common headaches at once. Each year, Law Firm Marketing Club runs the rule over professional services firms, including law and accountancy practices across the UK, to understand the state of play and what’s shaping the sector. In 2024, among a raft of insights, it found that marketers urgently wanted to ‘expand their brands and enter new markets’.
Demand for skilled talent had also ‘reached new heights’. Standing out was identified as a major barrier to recruiting the right people into these roles.
The pressure of managing marketing budgets effectively while delivering a strong return on investment was also top of mind. Being purposeful about how you guide your business can help you solve both of these headaches simultaneously.
Headache 1: Client connection
Purposeful brands attract like-minded clients. They are looking for reasons to pick your firm over your rivals. We know from other research that this alignment builds deeper connections. Clients are also seeking advice on how business is changing. They also want help on ethics, governance, social impact, and sustainability. Purposeful firms walk this walk daily, gain credibility, and win business.
Headache 2: Attract and keep your best people
People are intentional about working for a firm that shares their own sense of purpose and values. When they back what you do, they’re more likely to be motivated and engaged. It gives them a reason to apply (and stay).
What do the numbers say?
These findings from Deloitte are persuasive. Purposeful companies grow 3X faster on average than their competitors. They are 3X more likely to retain talent due to higher levels of employee engagement and job satisfaction.
On top of that, purposeful brands report 30% higher levels of innovation and 40% higher levels of workforce retention compared with competitors.
Example: Blackadders
‘To break down barriers and build careers.’
From 2022 onwards, we’ve worked with the team at Blackadders to reposition and launch their brand, helping them prepare for their next period of growth.
With a proud heritage and an enviable reputation, their purpose-led approach is both confident and resolutely future-facing. The philosophy behind their new position is one of breaking down the complexities associated with the legal system and building better outcomes for their people, clients and partners.
Breaking from unhelpful traditions
In a world of fast-paced change, it is easy to do what’s always been done.
But Blackadders only ever do what’s right for their clients, their people and their business. The new approach challenges the stereotype of what a law firm does for clients, other professionals, and those simply starting their legal journey. More importantly, it goes on to build better ways of doing things.
Their purpose helps them set new industry standards. A modern firm that does exceptionally good work while putting people first. They create opportunities for people who show talent, integrity and a willingness to learn, regardless of their background, while showing staff what’s possible and helping them get there. The resulting brand has built trust, passion and belief throughout the firm, helping Blackadders to become a ‘destination employer’.
Key insight
Blackadders have invested in their people. They didn’t cut corners during the exploration phase and are now reaping the rewards of greater engagement and retention.
‘From the outset, the team took the time to deeply understand how the firm was perceived in the market.’
Emma Gray, Joint Managing Partner, Blackadders
Bringing your people on the journey
When they’re invested in your brand, your people become your firm’s most impactful advocates. It’s essential that your team is on board. They need to be aligned, motivated and genuinely invested in the long-term health and well-being of your brand.
If your employees feel disconnected or don’t understand why you’re developing your brand, you risk building something that will be rejected by the people expected to live and breathe it every day. It can negatively impact morale and even spill over into client relationships if not managed carefully.
Brand inclusion
Your people are your most powerful brand ambassadors. They’re the ones who will embody your values, deliver your message, and ultimately shape how your brand is experienced. If they don’t feel included in the branding process, they won’t feel truly invested in the brand. This lack of ownership is a missed opportunity to turn employees into passionate brand advocates.
A great way to involve your team is through regular discussions and feedback loops. This could be in the form of workshops, surveys, or casual brainstorming sessions. The more people are allowed to contribute their thoughts and ideas, the more they will feel personally tied to the brand and its success. Brand democratisation begins when everyone feels their input matters.
When it goes wrong
The risks of not engaging your team early on in the branding process are very real. Take Gap, for example. Yes, they’re not a professional services brand, but the logic applies. In 2010, Gap surprised staff and customers by launching a new brand. No one knew it was happening, and the result didn’t go as planned. Staff felt blindsided, and they didn’t know how to answer customer questions. The lack of internal involvement in the positioning work led to a revolt within the company.
Employees felt excluded and disconnected from the brand they had helped build. The new logo, which was perceived as bland and out of touch with Gap’s heritage, sparked an outcry among the company’s internal teams who felt that the new identity didn’t reflect the brand’s core values or its customer base.
According to industry research from Bynder, 42% of brand owners struggle to communicate their rebrand. Think what that statistic would be if they weren’t included in the process.
When it goes right
When your people are invested in your brand, they don’t just stay loyal; they help shape your culture. A vibrant, evolving workplace with a life and energy of its own. That isn’t something that can be defined by leadership; it’s a shared experience, underpinned and informed by a shared ambition.
The benefits of an engaged team go beyond retention. When employees feel like they have a stake in the brand, they bring new ideas to the table. They become more proactive in embodying your values, whether through customer interactions, product development, or internal communications. They are no longer just employees; they’re champions of the brand.
Example: Mailchimp
‘To empower entrepreneurs and small businesses to grow, by providing them with the tools and support they need to succeed in marketing.’
Mailchimp, known for its email marketing software, made a point of including their staff at every stage of the branding process. They actively sought out internal opinion, insight and feedback. Employees from across the business were recruited to help steer the project, and the final brand is a clear reflection of that input.
Their process
Mailchimp’s brand journey was marked by collaboration at every level. They held workshops and brainstorming sessions where employees from various departments — not just marketing or design — were encouraged to share their perspectives on what the company stood for and how it should be perceived. This broad inclusion helped ensure the new brand was authentic and aligned with the experiences of those who lived the Mailchimp brand every day.
Engagement and impact
The result was a brand that felt true to its origins, while also being future-focused and inclusive. Employees felt an increased sense of ownership over the brand, and as a result, they became natural ambassadors. By engaging staff in this way, Mailchimp was able to create a culture of trust, where the new brand wasn’t just something imposed from the top down — it was a reflection of the collective voice of the people who helped build the company.
Key insight
Mailchimp’s purpose is informed and owned by their staff. Involvement throughout the process leads to greater buy-in.
‘Mailchimp is not just a tool, it’s a partner in helping small businesses grow.’
Ben Chestnut, CEO, Mailchimp
Aligning internal and external perceptions
A well-defined purpose helps with day-to-day decision-making as well as long-term strategies.
Get it right, and your brand purpose will set the foundation for all of your brand behaviour — driving the way your firm looks, speaks and acts. It will act as a decision-making tool for your teams, helping them overcome their daily challenges while supporting you to implement long-term strategies. It will also align external perceptions, erase confusion and help your messaging land.
Internal benefits
- Alignment through clarity of purpose
- Aid for decision-making
- Motivator for employees
- Efficiencies in marketing and communication
External benefits
- Recognition and influence
- Uniqueness and distinctiveness
- Loyalty of existing partnerships
- Attracting new partners
A good brand purpose should also be aspirational, ownable, emotive, memorable, and actionable. Scan the top brands in Industry’s Accountancy Brand Survey 2024 and you’ll find no surprises. The list is dominated by the ‘Big 4’, BDO and Grant Thornton, as you’d probably expect. These are the best-known firms and each have stellar brand awareness and recognition. All have a distinct purpose that meets each of the criteria outlined above.
The inside lane (Top-end awareness and recognition in the UK)
PwC: ‘To build trust in society and solve important problems.’
EY: ‘Building a better working world.’
Deloitte: ‘To make an impact that matters for our clients, our people, and society.’
KPMG: ‘Inspire Confidence. Empower Change.’
The outside lane (Budding-end awareness and recognition in the UK)
Outside the big names, Azets was one of the best performers in quickly building awareness. The name has only been used since September 2020. It managed to break into the top 15 through strong branding and rapid, purpose-driven growth.
Azets: ‘To improve the lives of our clients, colleagues and communities, in a sustainable way.’
Whatever your sector, you don’t need the same financial strength or legacy to build a purposeful brand that can compete (and win).
Example: BDO
‘Helping people thrive, every day.’
BDO, the global accountancy and business advisory firm, is a solid example of how to align internal and external perceptions through a well-considered purpose. Their purpose is a succinct, powerful statement that drives the company’s operations and strategies while acting as a guiding principle for their teams, clients, external partners and beyond.
Internal alignment
For BDO, their purpose of helping clients succeed is embedded in their culture and daily operations. Their teams are motivated. This emphasis on success is not just client-focused, but also extends to employees, positioning BDO as a company that invests in the personal and professional growth of its staff. By connecting employees with their firm’s reason for existence, BDO creates a culture of engagement, loyalty, and motivation.
Internally, the firm’s purpose works as a key decision-making tool. For example, when they have to navigate complex business scenarios or regulatory challenges, the end goal of ‘success’ helps guide the way forward. Teams at BDO are encouraged to think about and demonstrate what success looks like in any given situation, then use this as a path forward.
The BDO Thriving campaign is a case study in how to build internal alignment. Their people are their greatest advocates, and the energy this creates is infectious. This consistency in messaging helps attract new clients and maintain long-term relationships, reinforcing their position as a trusted advisor in the accountancy space.
Key insight
BDO have put in the work to align internal and external understanding of their purpose of ‘helping people thrive, every day’. For staff, this means helping them to build their careers, and for their clients, this means providing the services they’re known and respected for.
‘It’s not just a purpose; it’s a promise to positively impact our people, our clients, and the world at large.’
Pat Kramer, CEO, BDO
Putting brand systems in place
Communicating your purpose, from URL to IRL. When it comes to launching a purpose-led brand, clear and consistent communication is key. Marq calculated that branding consistently can drive a 10-20% increase in revenue. This means presenting your purpose in a way that’s undeniably you — at every touchpoint, on every surface. A unified brand experience — digital and physical. These are the visual and verbal tools that help people recognise and remember your brand.
Verbal systems
Our words carry meaning. They matter. At the heart of any successful service brand is a consistent message. This doesn’t mean saying the same thing over and over; it means consistently communicating your values and purpose in a way that resonates with your audience. Whether it’s your website copy, social media posts, or client-facing documents, the tone and language you use should always reflect your brand’s personality. A brand that’s built with purpose will inspire trust and loyalty, but only if your message aligns with the expectations you’ve set.
Consistency in message is especially important for professional services, where your value is often intangible. The more clarity you bring to your purpose, the more likely you are to attract like-minded clients and talent who share your values. Your audience needs to know, unequivocally, why they should choose you — and this requires clear, repeatable messaging.
Visual systems
The way your brand looks — from logo and typography to colour schemes and physical materials — is just as important as the words you use. Consistency in design application helps every interaction feel familiar.
A well-designed visual system will link everything together. It will give guidance on how your brand should be applied. This isn’t just for your designers; everyone in your organisation needs to be singing from the same hymn sheet.
Finding your frequency
A strong brand doesn’t disappear once the new website goes live.
Consistency in frequency is about keeping your brand top of mind and continuously communicating your purpose. Regular touchpoints with your audience — through newsletters, blog posts, social media updates, or even physical mail — help reinforce your brand’s messaging.
Timing and relevance are important, too. Too much can be overwhelming. Too little will mean a slow fade into obscurity. Finding the right balance for your firm ensures that every touchpoint gets the attention it needs. Consistency in frequency also means understanding the rhythm of your industry and aligning your communications with the right milestones — whether that’s quarterly reports, annual reviews, or key milestones in your business.
Putting brand systems in place will help you build a strategic, cohesive communications framework for your brand. From URL to IRL, everything matters.
Example: Salesforce
‘To bring out the best in one another, deliver success to our customers and inspire the entire industry through our actions.’
Salesforce, the leading CRM platform, excels at maintaining brand consistency through its messaging, design language, and communication frequency.
Consistent messaging
Their tone is consistently customer-centric across all touchpoints. Whether through their website, advertising, or customer support, their tone reinforces their purpose of delivering strong customer relationships, aligning with their audience’s expectations of reliable, scalable solutions.
Consistent visual approach
Salesforce’s visual identity is unified with a clean, modern design, using a consistent blue palette and intuitive layouts. Their logo and design aesthetic are consistently applied across digital and print materials, ensuring their brand is instantly recognisable.
Consistent comms
Salesforce maintains regular communication through platform updates, thought leadership, newsletters, and events like Dreamforce. Their content strategy delivers value-driven insights, keeping their brand visible and relevant.
Key insight
Salesforce uses brand consistency to drive recognition. Their visual and verbal system has enough flexibility built in for their creative to feel fresh while remaining ‘on-brand’.
‘We help customers grow and succeed in a digital-first world. That’s our purpose.’
Marc Benioff, CEO, Salesforce
Launching with purpose
This part takes commitment. Total commitment.
Your purpose will take some explaining for it to be understood, at least initially. It can take time, but if it’s well thought through and is truly rooted in insight, it should resonate with your audiences.
Don’t surprise your audience
Launching with purpose doesn’t mean shocking your audience with a completely new identity or unexpected direction. All brands evolve, but your audience needs to understand why the change is happening and how it aligns with your values. Sudden shifts can create confusion, especially if your brand purpose isn’t communicated clearly or rooted in a brand truth.
Successful launches are a result of careful planning. Plan, plan, then plan again.
The launch should feel like a natural progression, not a jarring departure. Provide clarity. Explain why you’re taking the leap, then show how the new brand connects with your audience’s needs. When you’ve done the work internally to align your team, the transition becomes much easier, as they’ll be standing with you, shoulder-to-shoulder, advocating for the change and answering client questions.
Don’t pull your punches
Once your purpose is out in the wild, don’t be afraid to let loose. This is your chance to stand up and be counted. Many brands, especially in professional services, shy away from talking about themselves. It’s vital to communicate with confidence. Your audience can sense hesitation — if you’re not fully invested in your brand’s ‘why’… you can’t expect your audience to care either.
Be honest, be bold, and don’t downplay the value your brand brings to the table. Talk about what sets you apart, what drives your business, and how your purpose will positively impact your clients. This is not the time for vague, watered-down messages. If your purpose is meaningful, let it stand front and centre in everything you communicate during the launch.
Keep an ear to the ground
The launch is just the beginning. After you’ve made your mark, it’s time to listen. The best brands know that feedback is critical to refining their brand.
Whether it’s through client surveys, social media comments, or direct interactions, the feedback will give you invaluable insights into how your brand resonates. Listen closely to what your audience is saying. Are they engaging with your message? Do they understand your purpose? Are they sharing their excitement or confusion?
Take this information seriously and use it to refine your messaging and your offering. Sometimes, your audience’s feedback can help you see where the gaps are, giving you an opportunity to adjust your strategy and improve the customer experience.
Example: IBM
‘To be a catalyst that makes the world work better.’
When IBM launched a refreshed, purpose-driven brand in 2003, it helped change how the professional services and technology sectors talked about brand. This thinking still runs through everything they do, from the technology they create to the relationships they nurture.
Understanding IBM’s design approach
The IBM purpose was embedded in their work from day one. Advertising, campaigns, products, conversations — their focus was unwavering, and they were fully committed. They achieved this by explaining how their technology helps solve complex global challenges, such as improving healthcare, enhancing business efficiency, and driving sustainable practices.
How the IBM design language helps to land their purpose
Their iconic design language — originally developed under the guidance of Paul Rand — reflects the clarity and precision of their mission. The strength of the approach was its consistency. It doesn’t overcomplicate or patronise. It never shies away from its role in shaping our future, aligning their design and messaging to create an authentic brand experience.
Today, IBM’s purpose catalyses innovation in areas like artificial intelligence, cloud computing, and quantum technology. With initiatives like IBM Watson, which uses AI to solve complex problems, and its ongoing commitment to sustainability, IBM demonstrates how their purpose is not just a statement, but a driving force that shapes their products, services, and corporate culture.
‘Your brand is not what you sell. It’s what you stand for.’
Jon Iwata, former Senior Vice President, IBM
Overcoming the turbulence
You can turn criticism into your brand’s superpower.
People don’t like ‘new’. That’s true at the start, and it’s something all brands experience when making systemic change. But it’s important to build resilience, adjust your expectations and embrace the turbulence.
When launching or repositioning a brand, feedback — both positive and negative — is inevitable. While it can sting at first, it’s vital to channel that criticism constructively. Rather than brushing off negative feedback or ignoring it, use it as an opportunity to refine and strengthen your positioning. Listen closely to what your audience is saying, and see if there are patterns or valid concerns that need addressing. Often, the most vocal critics can highlight blind spots that you may have missed. Acknowledge their concerns, respond thoughtfully, and show your audience that you value their input. This transparency builds trust and demonstrates that you’re committed to evolving.
Service brands that got it wrong
However, there’s a wrong way to handle criticism. Take the example of Abrdn (formerly Standard Life Aberdeen), whose rebrand in 2020 faced significant backlash. The company faced heavy criticism for its new name and logo, which many found confusing and difficult to pronounce.
Rather than addressing the concerns and engaging in a dialogue with their audience, Abrdn’s response was dismissive and at times condescending, offering little in terms of explanation or clarity. The lack of transparency and failure to acknowledge the concerns contributed to negative perceptions, and the rebrand became a case study in poor PR planning. They have since rebranded again, returning to a more neutral ‘Aberdeen Group’.
Service brands that got it right
On the other hand, there are several brands that have faced initial criticism but successfully navigated the turbulence and emerged stronger.
SAP: The global enterprise software giant faced significant backlash in the early 2010s when they repositioned their business towards cloud-based solutions. Many long-time customers were hesitant about the new direction, fearing disruptions to their existing systems. SAP responded by investing heavily in customer support and educating their clients about their new position and the long-term benefits of the cloud. Through transparent communication and a strong commitment to customer success, SAP managed to address concerns and successfully transitioned to the cloud, ultimately growing its market share and increasing customer loyalty.
Example: PwC
‘To build trust in society and solve important problems.’
In 2010, PricewaterhouseCoopers (PwC) launched a significant rebrand effort to streamline its global operations and reflect its evolving position as a global professional services firm offering audit, consulting, and advisory services.
However, the initial reception was mixed, with many critics questioning the new logo and the shift away from the long-winded ‘PricewaterhouseCoopers’ name, which was long associated with the firm’s reputation. The simplified name and positioning were ridiculed, with concerns raised about it diminishing the firm’s history and reputation for trust and reliability.
Despite this backlash, PwC remained committed to its purpose. They focused on the globalisation of their services and their expertise in modern business challenges. PwC’s leadership actively engaged with clients and employees, explaining how the rebrand aligned with their long-term vision of delivering cutting-edge solutions in a rapidly changing business landscape. They also emphasised their dedication to transparency, integrity, and innovation.
Over time, PwC’s rebrand has been widely recognised as a success. The simplified name and positioning create a unified global presence, and the firm’s reputation as a forward-thinking, innovative player in the professional services industry continued to grow.
‘At the heart of it all is greater clarity about the role we play for clients.’
Antonia Wade, Global Chief Marketing Officer, PwC
Sustaining the momentum
Once your brand has been launched and is successfully navigating the turbulence that change brings, the real work begins.
The first weeks or months after a launch are filled with excitement, PR and energy. It’s easy for brands to lose focus. To keep the streak going, you must stay true to your purpose. The key to sustaining the momentum you’ve built is to have an unwavering commitment to the promises your brand has made, coupled with continuous innovation.
In the professional services sector, think of PwC, IBM, Mailchimp and the other examples we have outlined. Their shared commitment to their brands is undeniable, and they continue to innovate by creating new services, products and solutions — each stemming from their strategic ‘reason for being’.
Sustaining momentum also involves making small, strategic adjustments in response to feedback and market demands. A brand should never become complacent; it should always be seeking new ways to evolve, improve, and adapt while keeping its purpose intact.
The brands that thrive in the long term are those that have built strong, purpose-driven foundations and have the discipline to stay true to them, while also embracing opportunities for growth and evolution.
Example: Accenture
‘To deliver on the promise of technology and human ingenuity.’
In 2020, Accenture made its biggest brand move for a decade. The company launched its ‘Let there be change’ campaign. And a freshly defined company purpose — ‘to deliver on the promise of technology and human ingenuity’.
As a result, its purpose and brand are now grounded in its dyed-in-the-wool formula for market leadership: embracing change and continually transforming its business to create value, powered by the talent and creativity of its people. With the move, the company was following the advice it was giving clients at a time of searing change.
Their advice? ‘Act with boldness and agility.’
Doubling down on purpose
In 2024, it launched its ‘Reinvented with Accenture’ campaign, a beautiful extension of their purpose. The campaign highlighted how the consultancy was ‘working with clients to drive some of their most significant business reinventions, including through the transformative power of technologies like generative AI’. Chief marketing and communications officer, Jill Kramer, explained that the campaign helped it ‘demonstrate the breadth, depth and scale of our work in a way we’ve never done before.’
Stories of reinvention were put in the spotlight across Accenture’s digital platforms, TV, digital ads, paid social, print, out-of-home, and partner channels in both the US and UK. Chair and CEO Julie Sweet also hosted conversations on digital with CEOs to discuss how they are driving reinvention.
