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Nobody Reads Anymore (Especially Your Boss)

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Hey radical readers—

You’ve probably seen it happen: a report is sent, beautifully designed, meticulously written — and promptly ignored. Slides are skimmed, memos glanced at, emails flagged but never reopened.

And somewhere in the corner office, a decision is made based on a gut feeling or a quick chat — not your 38-page strategy deck.

Let me tell you about Klaus— don’t google it; It’s not his real name 🙂 — a German director at a logistics company I once consulted for.

Klaus ran operations like a chessboard, thinking ten moves ahead. But when it came to internal communication, he had one rule: Keep it short. Nobody reads anything longer than a WhatsApp message.

At first, I thought he was being cynical. Then I watched him in action. He’d skim executive summaries with the speed of a TikTok scroll, ask for bottom-line implications in Slack, and make million-euro calls based on bullet points.

Klaus wasn’t lazy. He was busy.

And, as I soon realized, he was far from alone.

We’re drowning in content, not starving for it

According to McKinsey, the average manager spends nearly 28% of their time reading and responding to emails— that’s over 11 hours a week.

Add Slack, Teams, dashboards, newsletters, KPI summaries, and you’re talking about a cognitive flood.

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Reading has become a form of luxury. Deep attention is now a scarce resource — and we’ve trained ourselves to survive without it.

Research from @Gloria Mark, professor of informatics at UC Irvine and author of Attention Span (2023), shows that office workers switch windows or applications every 47 seconds.

Her research, grounded in years of observation and digital behavior tracking, reveals just how fragmented our attention has become. Her work has been featured in The New York Times, HBR, and beyond — because it strikes a nerve:

we’re operating in perpetual interruption.

That means your lovingly crafted report is competing with calendar invites, push notifications, and someone asking “Got a sec?” from across the open space.

And in this context, long-form anything starts to feel like an act of aggression.

The fetish of brevity is not the same as clarity

Here’s the twist: while people want short content, they also want to understand complex ideas quickly. This is where things get tricky.

You cut. You condense. You simplify.

But in doing so, you might also lose the nuance, the friction, the insight that made the thing valuable in the first place.

The result? Executive summaries full of buzzwords, stripped of soul. LinkedIn carousels masquerading as strategy. Infographics that look good but say nothing.

Simplicity is powerful — but only when it reveals. Not when it hides.

As French philosopher Pascal once said (ironically, in a letter): “I would have written a shorter letter, but I didn’t have the time.”

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Reading is not dead. But deep reading is rare.

A Nielsen Norman Group eye-tracking study — NN/g is a UX research firm founded by Jakob Nielsen and Don Norman, both legends in human-centered design — found that users typically read only about 20% of the words on a web page during an average visit. They use visual scanning patterns, jumping between bolded terms, subheadings, and bullets.

This behavior doesn’t mean people are stupid — it means they’re overwhelmed.

Which is why the real skill isn’t just writing shorter. It’s writing structurally.

Like this:

  • Start with a hook.
  • Deliver one insight per paragraph.
  • Use white space like it matters (because it does).
  • Layer depth without demanding attention.
You’re not writing for people who are disinterested. You’re writing for people who are overstimulated.
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But here’s the real problem: your boss might not want to read.

Here’s a spicy stat: IBM once found that 90% of all data created by businesses is never analyzed or used.

Now, some of that is noise. But a lot of it is reports, feedback, documentation, research — in short, the stuff that should have made decisions smarter.

Why is it ignored?

Because reading slows things down. Because text invites debate. Because nuance complicates decisions.

Reading means having to consider alternatives, acknowledge uncertainty, and admit that maybe — just maybe — we don’t have it all figured out.

But fast decisions need simplicity. Which is why decks get skimmed and dashboards win.

So what can you do if you still believe in thinking?

You learn to speak insight in the language of urgency.

Here’s how:

  • Package big ideas in small containers. Think tweets, not essays.
  • Build layered content: TL;DR up top, insight in the middle, nuance at the bottom.
  • Use visuals — but only when they carry meaning, not just decoration.
  • Write for one reader, not a committee.

And most importantly: measure clarity, not just impact.

Because sometimes, your job is not to be read. It’s to be understood.

And if that means putting your ideas on a napkin or a WhatsApp message, so be it.

What’s your trick to get your message across in a world that doesn’t read?

Drop it below. Or better: send it in emoji.

Until next time, stay readable.

Alex

If you’re still writing 30-page reports in a world that wants 3-second decisions, you’re not failing — you’re speaking the wrong language.

At Kredo, we help you turn complex thinking into clear action.

👉 Let’s simplify things: https://kredo-marketing.com

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The Paradox of Corporate Jargon: How Complicated Language Became a Survival Tool

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Hey semantic explorers—

I once sat in a meeting where a VP spent 14 minutes explaining that we were “initiating a synergy-driven ecosystemic transition toward scalable operational realignment.”

What he meant was: we’re changing the org chart.

Nobody laughed. A few nodded.

The more complex his words became, the more seriously he was taken. The fewer people understood, the more people agreed.

Welcome to the modern workplace, where using big words has become a survival strategy — and where clarity is not a virtue, but a liability.

Let’s be honest: nobody talks like that at dinner. You don’t tell your partner, “Tonight I’m initiating a caloric intake optimization protocol.” You say, “I’m ordering Thai.”

But in business? Abstraction is armor.

The use of inflated, intellectual-sounding words often signals not intelligence, but insecurity. When clarity might expose a flawed idea, vagueness keeps it afloat.

“People fear being simple because simple is naked. It forces a conversation about substance.”

And substance is risky.

There’s a kind of performative complexity that lets you sound impressive without being understood. And when nobody understands, nobody pushes back. That’s not just communication — that’s strategy.

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The Language of Access and Power

The French sociologist Pierre Bourdieu called it linguistic capital. The more you master the “code” of a system, the more access you get.

In corporate culture, that code isn’t poetry — it’s phrases like “scalability roadmap,” “value chain optimization,” “cross-functional integration.”

What’s the difference between saying “Let’s make this simpler” and “Let’s optimize the interface touchpoints”? Nothing. Except the latter sounds like you went to business school. And that’s the point. Language becomes a proxy for competence.

“If I can’t decode you, you must be smarter than me.”

This is how mediocre thinkers rise: they master the code before mastering the craft.

Strategic Vagueness and the Safety of Smoke

The more ambiguous a plan, the harder it is to measure. And the harder it is to measure, the harder it is to criticize.

Take this real example from a Fortune 500 internal memo: “We will deploy a dynamic reframing of our customer-centric paradigm to enable agile ideation.”

What does that even mean? Literally nothing. But it gives the impression of movement while saying nothing specific — which is perfect, if you want to avoid accountability.

This isn’t rare.

Stanford’s behavioral linguistics lab found in a study that the more abstract the language in performance reviews, the less likely negative feedback was to be included. Simplicity, apparently, feels too sharp. Too confrontational.

It’s no surprise, then, that abstraction becomes a shield. The vaguer you are, the safer you stay.

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Steve Jobs was known for ruthless simplicity — “Real artists ship,” “It just works,” “1,000 songs in your pocket.”

Yet for every Jobs, there are ten consultants billing €200/hour to design “cross-platform activation frameworks.”

Why? Because clarity is threatening. It eliminates excuses. It closes the door on bluff.

Remember the Theranos pitch decks? Beautifully written, slickly vague. Had they stated clearly what they couldn’t prove, they’d have never raised a cent.

Sometimes, obscurity isn’t just style — it’s survival.

If you’re one of those people who thinks words should meanthings, here’s the bad news:

the game is rigged.

But the good news? Clarity, when used well, can become your signature.

You don’t have to play dumb. You just have to talk real.

Things to try:

  • Replace three buzzwords in your next presentation with real verbs. Watch the room.
  • Ask your team what a term really means — then wait.
  • Write your next strategy in one paragraph. No nouns longer than 10 letters.

Because in a field addicted to linguistic smoke, real words cut through like fire.

What’s the worst example of corporate nonsense-speak you’ve ever heard?

Drop it below. Let’s build the Museum of Jargon! 😉

Until next time, stay sharp.

Alex

At Kredo Marketing, we help brands simplify their message and amplify their difference. No Jargon. Just positioning that cuts through.

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Beauty. How Much Is It Really Worth?

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Hey there, Business Hackers!

Welcome to another edition of Business Hacks & Theories! If you enjoyed our last issue, “The Surprising Power of the Endowment Effect in Business,” get ready because this time we’re diving into a fascinating exploration of a very tangible asset in the business world:

physical beauty.

How much is beauty worth? What are the economic implications of being attractive? And, importantly, what are the social and moral considerations of this phenomenon?

Buckle up and let’s uncover the economics and ethics of attractiveness!

Imagine waking up one day to find that you’re suddenly considered incredibly beautiful. The world reacts differently: people are kinder, more attentive, and opportunities start to appear. But how much is this really worth in economic terms? What are the deeper social and moral implications? Let’s explore this complex issue through a detailed analysis.

The “Beauty Premium”: An Intangible Yet Tangible Asset

The “beauty premium” refers to the economic advantage that attractive individuals often enjoy. Research by economists like Daniel S. Hamermesh shows that attractive people can earn 10-15% more than their less attractive counterparts.

Let’s break this down.

Suppose the average annual salary is $50,000. With a beauty premium of 10%, this individual could earn an additional $5,000 per year. Over a 40-year career, with a 3% discount rate, this results in a Net Present Value (NPV) of around $114,702.59.

Career Opportunities and Promotions

Beyond salary, beauty can influence career trajectories. Attractive individuals often find it easier to secure jobs and promotions. Assuming promotions bring a 15% salary increase, three significant promotions in a career could add another $22,500 to lifetime earnings.

Salary increment per promotion=$50,000×0.15=$7,500

Total increment per promotion=3×$7,500=$22,500

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© Freepik

 

Beauty also affects consumer behavior.

Companies use attractive people in advertising, exploiting the “halo effect,”where the attractiveness of a spokesperson influences the perception of the product.

For instance, an attractive influencer might boost sales by 10%, increasing annual revenues by $100,000 if total sales are $1,000,000.

Let’s see now what Halo Effect is.

Psychological Bias: The Halo Effect

The “halo effect” is a cognitive bias where our overall impression of a person influences our perceptions of their other attributes. Attractive individuals are often perceived as more competent, intelligent, and friendly, regardless of their actual abilities.

Analysis of the Halo Effect:

  • Hiring Decisions: Recruiters may unconsciously prefer attractive candidates, assuming they possess superior qualities.
  • Performance Evaluations: Supervisors might give higher ratings to attractive employees, skewing merit-based evaluations.
  • Daily Interactions: Positive perceptions can lead to better social and professional opportunities for attractive individuals.

The Economics of Beauty

The beauty industry is vast and diverse, encompassing a wide range of products and services that cater to different aspects of personal care and aesthetics. The demand for cosmetics, including makeup, skincare, and haircare products, is continuously growing. This growth is driven by constant innovation and the ever-evolving consumer desire for new trends and products.

Aesthetic treatments are also on the rise, with non-invasive procedures like Botox and fillers becoming increasingly popular. These treatments reflect a societal trend towards maintaining a youthful appearance without undergoing major surgery. Despite the costs and risks associated with plastic surgery, invasive procedures such as facelifts and liposuction continue to be in high demand. This highlights the lengths to which individuals are willing to go to achieve their desired look.

Moreover, there is a significant shift towards sustainable and organic beauty products. Consumer awareness and concerns about environmental impact are driving this trend, leading to a burgeoning market for eco-friendly and organic alternatives.

Economic and Social Costs

While the beauty industry is undeniably lucrative, it comes with substantial economic and social costs. One major issue is the financial pressure individuals feel to spend large amounts on beauty products and procedures in order to meet societal standards of attractiveness. This pressure can lead to significant personal expenditure and financial strain.

Additionally, the environmental impact of the beauty industry cannot be overlooked. The production and disposal of beauty products contribute to environmental degradation, posing a significant challenge to sustainability efforts.

Lastly, the relentless pursuit of beauty can have severe psychological consequences. Many individuals experience issues such as body dysmorphia and low self-esteem as a result of the constant societal emphasis on physical appearance. This psychological toll underscores the complex interplay between beauty, economics, and personal well-being.

Entrepreneurs Who Capitalized on Their Looks

Numerous individuals have capitalized on their looks to achieve remarkable business success. One notable example is George Clooney, who leveraged his good looks to become a highly successful actor, producer, and entrepreneur. Clooney’s charisma and charm helped him build a diverse career, and he ultimately sold his tequila company, Casamigos, for a staggering one billion dollars.

Similarly, Gisele Bündchen used her supermodel status to establish a thriving business empire in the fashion and beauty industries. Her iconic presence on the runway and in advertising campaigns has not only made her one of the highest-paid models in the world but also a savvy entrepreneur with successful ventures in skincare and lingerie.

Kim Kardashian is another prime example of someone who has turned her beauty and media presence into a multi-million-dollar business. Leveraging her massive social media following, she has launched successful lines of cosmetics, clothing, and more, solidifying her status as a formidable businesswoman.

David Beckham, the renowned footballer, has also utilized his looks and fame to secure lucrative endorsements and launch his own lines of fashion and grooming products. Beckham’s appeal and style have made him a global icon, allowing him to transition smoothly from sports to business with great success.

Wrap-up

Beauty has a tangible and significant economic value, influencing earnings, career opportunities, and consumer behavior. However, this reality creates inequalities and injustices based on a superficial trait, supported by psychological biases like the halo effect.

Addressing these injustices requires increased awareness and targeted interventions to ensure that everyone, regardless of physical appearance, has equal opportunities for success and economic recognition.

This includes fair hiring practices, merit-based performance evaluations, and education that promotes self-esteem and diversity.

Ultimately, while beauty can open doors and offer economic advantages, society must work to ensure that these doors are open to all, based on skills, abilities, and merit rather than physical characteristics.

Stay savvy, and see you in the next issue!

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The Surprising Power of the Endowment Effect in Business

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Hey there, Business Hackers!

Welcome to another edition of Business Hacks & Theories! If you enjoyed our last issue, “Why I Celebrate Failures: Robert H. Goddard’s Journey,” get ready because this time we’re diving into another fascinating aspect of behavioral economics:

the “endowment effect.”

Yes, that little bias that makes us overvalue what we already own. Ready to discover how this influences the business world?

Let’s get started!

What is the Endowment Effect?

Imagine you receive a special pen at a corporate event. It’s not just any pen; it’s engraved with your name, a gift specifically for you. Now, if someone offered to trade it for an equally expensive but non-engraved pen, you’d likely refuse. This pen isn’t just a writing tool; it’s become a part of you, a symbol of the recognition you received. This is the endowment effect in action: a cognitive bias that leads us to overvalue what we already own.

The endowment effect was brought to light in the 1980s by Richard Thaler, but its psychological roots run deep. The theory behind it is that we assign greater value to objects we own compared to those we don’t, primarily due to emotional attachment and loss aversion. Losing an owned object is perceived as more painful than gaining the same object if we didn’t own it.

Before the advent of behavioral economics, traditional economics viewed the consumer as a rational optimizer. According to this view, consumers made purchasing decisions based on a rational analysis of costs and benefits, aiming to maximize their total utility. This theory assumed that people were perfectly informed, logically consistent, and immune to emotional or cognitive influences.

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Issues with Economic Predictions: This traditional view led to often inaccurate economic predictions. For instance, it was expected that consumers would respond promptly and rationally to price changes, but real reactions were often slow and non-linear. Economists were puzzled by why consumers didn’t switch suppliers or products even when better offers were available.

Examples of Predictive Failures:

  • Real Estate Prices: Traditional theories couldn’t explain why homeowners were reluctant to sell during market downturns, preferring to keep their properties despite depreciation.
  • Marketing and Launch Prices: New product launches often failed because companies didn’t consider consumers’ attachment to existing products.
  • Discount Policies: Temporary discount campaigns were less successful than expected because consumers tended to value their owned products more highly than new offers.

Understanding Real-World Implications

With the groundwork laid, it’s crucial to explore how the endowment effect manifests in practical scenarios. Understanding its real-world applications not only highlights the pervasiveness of this cognitive bias but also sheds light on its profound impact on economic behavior and market dynamics. Let’s dive into some concrete examples and studies that reveal the surprising ways the endowment effect shapes our decisions.

Thaler’s Coffee Mug Experiment: Thaler conducted a famous experiment where participants were given a coffee mug and then asked how much they would sell it for. Surprisingly, participants assigned a much higher value to the mug when it was theirs compared to when it wasn’t.

The Sports Tickets Case: Another interesting example involves tickets to sporting events. People who own tickets to a major game often refuse to sell them even at prices much higher than the purchase price. This behavior is a clear sign of the endowment effect: the ticket is not just a piece of paper but represents the future experience and emotion of being part of the event.

Real Estate Market: In the real estate market, homeowners tend to overvalue their homes compared to potential buyers. This can lead to unrealistic asking prices and difficulties in closing transactions. A survey showed that sellers often add an “emotional premium” to their property’s value, complicating negotiations.

Value of Personalized Gifts: Personalized gifts, like photo mugs or engraved jewelry, are especially appreciated by recipients. Even though the market value of the item may be modest, the perceived value is much higher thanks to the endowment effect. This is widely exploited in the marketing of personalized products.

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generated by me with DEll-E

Economic Implications

The endowment effect has profound economic implications that extend beyond the simple perception of the value of objects. It influences various aspects of business and consumer behavior, reshaping how decisions are made in the marketplace. Let’s delve deeper into some of these implications and explore how they manifest in real-world scenarios.

Resistance to Change

In the business world, the endowment effect often manifests as resistance to change. Employees and managers tend to overvalue current processes and practices compared to new proposals, even when the latter could be more efficient or innovative. This phenomenon can significantly slow the adoption of new technologies or methodologies.

For instance, consider Kodak, a company that was once a giant in the photography industry. Despite the clear shift towards digital photography, Kodak clung to its film-based business model for too long, valuing its established processes and infrastructure over new digital opportunities. This resistance to change, fueled by the endowment effect, contributed to the company’s eventual downfall when it failed to adapt to the digital revolution.

Marketing and Sales

Marketing strategies frequently exploit the endowment effect to increase sales. Companies often offer free trials or unconditional refund policies, allowing consumers to try products risk-free. This tactic makes consumers feel as if they already own the item, and once the product is in their hands, it becomes harder to return it due to the endowment effect.

For example, Amazon Prime offers a 30-day free trial, giving users access to its vast range of services, from streaming to free shipping. This trial period allows customers to experience the benefits of the service, making them more likely to subscribe once the trial ends, as they have started to perceive the service as part of their routine.

Investment Valuation

Investors can also be influenced by the endowment effect in their financial decisions. They tend to hold onto stocks they own even when it is clear that selling would be more advantageous. This behavior, known as the “endowment effect bias,” can lead to suboptimal investment portfolios.

Take the example of Warren Buffett’s investment philosophy. While Buffett is known for his long-term investment strategy, he also emphasizes the importance of not getting emotionally attached to stocks. He advocates for rational decision-making and frequently advises against letting the endowment effect influence investment choices. However, many investors still struggle with selling stocks at the right time due to their emotional attachment to their holdings.

Negotiations and Bargaining

In negotiations, the endowment effect can lead to impasses. The parties involved often overvalue what they are offering compared to what they are receiving, complicating the achievement of agreements. This is particularly evident in real estate negotiations and business-to-business transactions.

A practical example can be seen in the merger talks between major corporations. During the failed merger negotiations between Pfizer and AstraZeneca in 2014, AstraZeneca’s management significantly overvalued their company’s worth, influenced by their attachment and the endowment effect. This led to Pfizer’s offers being rejected multiple times, ultimately causing the negotiations to collapse.

The endowment effect is more than just a cognitive bias; it is a window into the complexity of human decision-making and our emotional nature. Recognizing and understanding it allows us to better navigate daily interactions, both personal and professional.

Imagine being able to use this knowledge to improve your marketing strategies, optimize your negotiations, or simply better understand consumer behavior. The endowment effect teaches us that value is not just a matter of price or utility but also of perception and emotional attachment.

Reflecting on this bias can help us make more informed decisions and be less influenced by our emotions. It can lead us to be more aware of our attachments and to consider alternatives we might otherwise have dismissed. And in an increasingly complex and interconnected world, this awareness is an invaluable resource.

So, Business Hackers, next time you find yourself evaluating something you own, ask yourself:

“Am I truly considering its real value, or am I influenced by the endowment effect?”

This simple question could make a big difference in your decisions.

Stay savvy, and see you in the next issue!

Alex

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Why I celebrate Failures: Robert H. Goddard’s Journey

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Hey there, business enthusiasts! Welcome back to “Business Hacks & Theories”. Last time, we uncovered the inspiring journey of Momofuku Ando,—>(check this article here) the inventor of instant noodles. This week, we continue our series “Lessons from Failure” with the fascinating story of Robert H. Goddard, the father of modern rocketry.

Our society’s obsession with success often leads to unrealistic expectations and pressures to emulate others’ achievements. This phenomenon, known as social emulation, can cause significant personal and financial setbacks. Understanding and studying failures is crucial for a more realistic perspective and informed decision-making.

Robert H. Goddardwas born in Worcester, Massachusetts, in 1882. From a young age, he was fascinated by space travel, inspired by H.G. Wells’ “The War of the Worlds.” His dedication to pursuing space flight became fixed on October 19, 1899, when 17-year-old Goddard climbed a cherry tree to cut off dead limbs.

As he gazed at the sky, his imagination soared. He later wrote:

“On this day I climbed a tall cherry tree at the back of the barn … and as I looked toward the fields at the east, I imagined how wonderful it would be to make some device which had even the possibility of ascending to Mars, and how it would look on a small scale, if sent up from the meadow at my feet. I have several photographs of the tree, taken since, with the little ladder I made to climb it, leaning against it. It seemed to me then that a weight whirling around a horizontal shaft, moving more rapidly above than below, could furnish lift by virtue of the greater centrifugal force at the top of the path. I was a different boy when I descended the tree from when I ascended.

Existence at last seemed very purposive.”

Despite severe health issues that confined him to bed as a teenager, Goddard used this time to read extensively and develop his scientific ideas. In 1907, while still a student, he conducted his first rocket experiments, resulting in a notable mishap that nearly burned down a school building.

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Robert H. Goddard – Portrait

Undeterred, Goddard pursued his passion for rocketry with relentless focus. In 1914, he received patents for a multi-stage rocket and a liquid-fuel rocket. Despite initial failures and public mockery, he continued to refine his designs. His perseverance paid off in 1926 when he successfully launched the world’s first liquid-fueled rocket. This modest achievement laid the groundwork for modern rocketry and space exploration.

One of the most poignant stories about Goddard involves his 1926 rocket launch in a cabbage field in Auburn, Massachusetts. The rocket, which he named Nell, stood just over 10 feet tall and flew for a mere 2.5 seconds, reaching an altitude of 41 feet and landing 184 feet away. This modest flight was the first successful launch of a liquid-fueled rocket and marked the birth of modern rocketry. The local press, however, was not impressed, and Goddard faced ridicule from both the media and his peers.

During World War II, Goddard’s work on rocket-assisted takeoff technology significantly advanced military capabilities. Known for his humility, Goddard often funded his research personally and worked in seclusion to avoid public scrutiny. One memorable quote from Goddard encapsulates his optimism:

“It is difficult to say what is impossible, for the dream of yesterday is the hope of today and the reality of tomorrow.”

This quote reflects his enduring optimism and determination.

Goddard’s pioneering work inspired future generations of scientists and engineers, paving the way for the Apollo moon landings and beyond. His legacy is honored through institutions like NASA’s Goddard Space Flight Center, which continues to advance space exploration

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Goddard’s First Liquid Fueled Rocket / Clark University Robert H. Goddard Archive

Lessons from Goddard’s Failures

  1. Perseverance Against Odds: Goddard’s journey underscores the importance of persistence. Despite numerous setbacks, he never gave up, leading to revolutionary advancements in rocketry. His early experiments often ended in failure, but each attempt brought him closer to success.
  2. Innovation from Passion: Driven by his passion for space travel, Goddard’s relentless pursuit of his dreams led to groundbreaking innovations, despite widespread skepticism. His dedication to his vision highlights how deep passion can fuel innovation even when faced with considerable challenges.
  3. Learning from Failure: Goddard saw each failure as a learning opportunity, refining his methods and designs through constant experimentation. For instance, his initial attempts at launching rockets resulted in explosions and misfires, but he meticulously documented these failures to improve future designs.
  4. Impact Beyond Success: Goddard’s contributions laid the foundation for the space age, influencing generations of scientists and engineers. His work demonstrated how perseverance and innovation in the face of failure can lead to advancements that benefit all of humanity. The principles he developed are still used in modern rocketry.

In “Lessons from Failure”, I aim to highlight how failure is a crucial part of the journey to success. Each story delves into the struggles, resilience, and eventual triumphs of individuals who have turned failures into stepping stones.

Join me on this journey, and perhaps find the courage to face your own failures with renewed determination.

What if your next failure is the seed of your greatest success?

Thank you for joining me on this exploration of Robert H. Goddard’s inspiring journey.

Stay tuned for more insights and hacks to boost your business acumen in the next issue of “Business Hacks & Theories”!

With Love, Alex 🙂

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Burn It Down to Build It Right: The Truth About Extreme Rebranding

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Hey bold believers—

This is our 100th edition of Business Hacks & Theories, and I just want to say:

Thank you. ❤️

Over the past months, we’ve explored the weird, the brilliant, the broken, and the beautiful corners of marketing, branding, economics, and behavior.

We’ve dissected logo psychology, algorithmic traps, chaos packaging, and branding in VR. This space has grown into a place for critical thought, honest analysis, and a touch of provocation. And today, we’re doing all of that—but with scalpel precision. Because this is no ordinary topic.

To mark this milestone, we’re diving into Extreme Rebranding—not a color palette update or a typeface refresh, but the kind of radical brand transformation that alters a company’s DNA.

The Theory Behind the Transformation

Extreme rebranding isn’t about chasing trends—it’s about restoring narrative control. It emerges when a brand’s existing identity is no longer compatible with its environment, its audience, or its ambitions. This level of change is a strategic decision rooted in semiotics, behavioral economics, and corporate survival instinct.

At its core, a brand exists to signify consistency, trust, and differentiation. But when that meaning collapses—due to cultural shifts, technological disruption, or reputational decay—the semiotic value of the brand turns against itself.

The old signs become liabilities.

Extreme rebranding becomes the only viable form of detox.

It has to work on three levels:

  • Symbolic: the brand must communicate rupture, signaling that something fundamental has changed.
  • Operational: the internal practices and business strategy must evolve in sync.
  • Emotional: the audience must be brought into the new narrative in a way that feels meaningful, not manipulative.

In that sense, rebranding at this scale is more akin to identity therapy than graphic design. And every brand that survives it does so by confronting a central tension:

continuity vs. reinvention.

The case studies that follow are not the story. They are the evidence. Each one shows how theory translates into execution—and what happens when the execution hits (or misses) the mark.

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Burberry – From Gangwear to Global Luxury

Burberry’s transformation is a masterclass in reclaiming cultural capital.

By the early 2000s, the brand’s iconic check pattern had become associated not with British elegance but with counterfeit markets and football violence.

The brand wasn’t just outdated—it had become stigmatized.

The leadership duo of Ahrendts and Bailey didn’t simply refresh the aesthetic. They pulled off a full semiotic reboot: digitally native campaigns, streamlined product architecture, runway credibility, and above all, narrative clarity.

The brand told a new story—about British design, digital luxury, and modern heritage.

This case illustrates how effective rebranding requires coherence between symbol (visual), strategy (distribution and pricing), and story (heritage reimagined for now).

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Dunkin’ – Cutting the Donuts, Sharpening the Focus

When Dunkin’ dropped “Donuts” from its name, it was signaling something deeper: a strategic repositioning away from legacy product definitions and toward lifestyle utility. In economic terms, Dunkin’ stopped defining its category as a “donut chain” and embraced its place in the $80B global coffee economy.

The rebrand worked because it aligned with consumer behavior and market data. Coffee was the high-frequency, high-margin product.

Everything—from store design to app UX—reinforced the new identity: fast, efficient, caffeinated.

What this shows: a successful extreme rebrand doesn’t just change the name—it changes the value equation.

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Old Spice – Absurdity as a Strategic Weapon

Old Spice’s reinvention under Wieden+Kennedyis one of the boldest cases of brand surrealism deployed for market gain.

The process began with a fundamental assessment: the brand was irrelevant to younger audiences and stuck in a cycle of nostalgic inertia. Axe had cornered the youth market with provocative edge, while Old Spice sat dusty on the shelf.

The rebranding was conducted in carefully orchestrated phases. First, the agency identified the need to completely reverse the tone. Instead of mimicking the hyper-sexual tone of Axe, they leaned into absurdity, irony, and unexpected self-awareness. The now-legendary campaign “The Man Your Man Could Smell Like” wasn’t just an ad—it was a thesis statement.

Next came execution across media: video ads, social interaction, and product naming followed the same exaggerated, playful language. Each point of contact reinforced the shift. Then came product line expansion and packaging redesign, which broke from traditional masculinity tropes and embraced bold color, clean vector graphics, and irreverent names.

Internally, the brand voice was recalibrated to allow creative freedom while staying within a surrealist narrative. The key to success? Consistency in the chaos.

Audiences not only accepted the shift—they celebrated it.

Old Spice didn’t just refresh its look. It reprogrammed its semiotics. It taught its audience how to interpret it anew. That’s not just a rebrand—it’s cultural sleight of hand with a sales boost.

Pfizer – Rebuilding Trust After Global Spotlight

Pfizer didn’t choose to rebrand—it was forced to. The pandemic made it a protagonist, and with attention came scrutiny. The company had to shift from industrial anonymity to public trust.

The challenge wasn’t just visual—it was philosophical.

The new branding, with its DNA-helix symbol and fluid identity system, signaled a repositioning: from corporate pharmaceutical to mission-driven biotech innovator.

The tone softened. The story changed from “we make drugs” to “we unlock breakthroughs.”

Here, the rebrand became an act of reputation recontextualization—using visual cues and narrative pivots to change not just perception, but public expectation.

Rebranding Is a Systemic Intervention

Extreme rebranding isn’t a project.

It’s a systemic intervention. It forces every function—from HR to product to comms—to align around a new organizing idea. Without that alignment, the rebrand is hollow.

What the best rebrands teach us is that branding is not the cherry on top of strategy.

It is strategy—visualized, embodied, and deployed.

So if you’re considering a rebrand, ask yourself: Are you repainting the walls—or rethinking the foundation?

Thanks for staying with me for 100 chapters of this wild marketing journey.

Here’s to the next 100.

Until next time, stay iconic.

Alex

🔥 Thinking about a rebrand? At Kredo Marketing, we help brands evolve with clarity and depth.

💬 Let’s rewire your identity—strategically.

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From 80/20 to 99/1: How the New Pareto Rule Is Reshaping Business and Power

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Welcome to “Business Hacks & Theories” your no-nonsense guide to the cutting-edge strategies and concepts reshaping the business world. In this edition, we’re diving into a game-changing evolution of the Pareto Principle —from the 80/20 rule we all know, to an even more extreme version: the 99/1 rule. This shift isn’t just academic mumbo-jumbo; it’s a real-world phenomenon driven by tech, globalization, and economic trends. Buckle up as we explore what this means for you and your business, and discuss the potential inequities it introduces and how we might address them.

What We’ll Cover

1. The Origins of the Pareto Principle: Understanding how the 80/20 rule came to be and its historical significance.

2. The Emergence of the 99/1 Rule: How modern dynamics have shifted towards an even more concentrated distribution.

3. Thriving in a 99/1 World: Strategies for leveraging this new paradigm to your advantage.

4.Addressing Inequities: Ways to mitigate the negative impacts of this extreme distribution.

The Pareto Principle: From 80/20 to 99/1

Vilfredo Pareto,an Italian economist, had a revelation while tending to his garden in the early 1900s.

He noticed that 20% of his pea plants produced 80% of the peas. This observation led him to investigate other areas, and he discovered that 80% of Italy’s wealth was held by just 20% of the population. Thus, the Pareto Principle was born, highlighting a common pattern of imbalance in various systems.

For years, the 80/20 rule has been a cornerstone of business strategy. It taught us to focus on the vital few—the top-performing products, customers, or efforts that generate the majority of our results. But as technology advanced and globalization took hold, the dynamics shifted even further. Today, we see the rise of the99/1 rule, where 1% of inputs drive 99% of outcomes. This isn’t just a theoretical shift; it’s a reality reflected in our modern economy.

The Emergence of the 99/1 Rule

Consider today’s business landscape. Giants like Amazon, Google, and Facebook don’t just compete—they dominate. Amazon’s Prime members, though a tiny fraction of its total customer base, generate a disproportionate share of the company’s revenue through their loyalty and frequent purchases. This reflects how focusing on a small, high-value segment can lead to outsized returns.

Platforms like LinkedIn and Instagram also illustrate this principle. A small group of influencers or power users create most of the content and drive the majority of engagement. The voices of the few are amplified, leading to significant returns from this small subset of users  .

And it’s not just tech companies. The global wealth distribution reveals that the richest 1% hold a staggeringly disproportionate share of the world’s wealth. This concentration isn’t just about money; it’s about influence, control over resources, and the ability to shape the future in their favor.

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Thriving in a 99/1 World

Imagine you’re running a business. You look at your customer base and realize a small percentage of your clients are driving most of your revenue. It’s essential to double down on these relationships. Make sure they’re happy, engaged, and loyal. By focusing on this high-value segment, like Amazon does with its Prime members, you ensure that your most profitable customers are always satisfied.

Free up your time and resources by automating routine tasks, allowing you to focus on strategic initiatives that can drive substantial growth. Netflix, for instance, uses sophisticated algorithms to tailor content recommendations for its users. This personalization ensures that viewers stay engaged, maximizing viewing time and subscription renewals. The ability to recommend the right show at the right time keeps users coming back, which is crucial in a highly competitive streaming market.

Let data be your guide. By analyzing customer behavior, market trends, and operational performance, you can make informed decisions that drive growth and efficiency. Google exemplifies this approach by leveraging vast amounts of data to optimize its ad algorithms, ensuring that the most profitable ads are shown to the right users at the right time. This data-driven strategy maximizes ad revenue and ensures high engagement .

Stay nimble and innovative. Encourage a culture where new ideas are welcomed and tested quickly. Tesla’s commitment to innovation and willingness to take risks have allowed it to disrupt the traditional automotive industry, maintaining its edge through constant technological advancements and agile manufacturing processes.

In a 99/1 world, having top-tier talent is crucial. Invest in training and development to ensure your team has the skills needed to succeed. Apple’s heavy investment in its employees, particularly in design and innovation, ensures it remains at the forefront of technological advancement and design excellence.

Collaborate with other businesses to amplify your strengths. Strategic partnerships can open new opportunities and resources. Microsoft’s collaboration with LinkedIn and GitHub, for example, has integrated new technologies and expanded its reach in professional and developer communities, enhancing its product offerings and market penetration.

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Addressing the Inequities of the 99/1 Rule

While the 99/1 rule showcases how a few can drive significant outcomes, it also highlights stark inequities.This extreme concentration of resources and influence can lead to systemic imbalances that affect broader society.

Here are some ways to mitigate these effects:

Businesses and policymakers need to focus on inclusive growth.

Create opportunities for a broader base of people to participate in and benefit from economic activities. Salesforce, for instance, has initiatives aimed at education and workforce development, helping to bridge the skills gap and provide opportunities for underrepresented groups. These programs ensure that a wider range of people can benefit from economic growth and technological advancements.

Regulate monopolistic practices and encourage fair competition to prevent the excessive concentration of market power.

The European Union’s regulatory steps against big tech companies are designed to ensure they don’t stifle competition and innovation by smaller players. Such regulations help maintain a diverse and competitive market, preventing the dominance of a few giants.

Companies should invest in the communities where they operate, ensuring that the benefits of their success are shared more widely. These efforts help build stronger communities and distribute the benefits of success more equitably.

Implement fair tax policies to ensure the wealthiest contribute a fair share, helping redistribute wealth and fund public services that benefit everyone. Progressive taxation models that target higher income brackets to fund social services, education, and healthcare can reduce inequality and provide a safety net for the less privileged.

The shift from the 80/20 rule to the 99/1 rule underscores significant changes in our economic and technological landscape. By understanding and adapting to this new reality, businesses and individuals can position themselves for greater success. Focus on high-impact activities, leverage technology, make data-driven decisions, foster innovation, develop critical skills, and build strategic partnerships. At the same time, it’s crucial to address the inequities this model can create by promoting inclusive growth, fair competition, community investment, and progressive policies. Embrace the opportunities and challenges of the 99/1 paradigm, and you’ll be well-equipped to achieve significant results in an increasingly complex and competitive environment.

Stay tuned for more insights and strategies in the next edition of “Business Hacks & Theories.”

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The Hidden Engines: What Really Drives You (and Your Business)

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Hey restless minds—

You’ve probably heard this before: “You just need to stay motivated.”

Sounds easy, right?

But here’s the truth nobody says out loud—most people don’t know what motivation actually is.

We throw the word around like confetti: motivational quotes, motivational speakers, motivational Mondays. But scratch the surface, and things get far more complex—and much more interesting.

Motivation isn’t just a feeling—it’s a structure. A system of beliefs, perceptions, and psychological triggers that push or pull us in subtle ways. It’s not about “finding the energy” to do something. It’s about understanding why the energy is there (or not) in the first place.

So let’s pull the curtain back.

The Three Types of Motivation (and Why Most Strategies Miss the Point)

Psychologists generally break motivation down into three types:

  1. Extrinsic Motivation – Driven by external rewards or pressures (money, recognition, fear of punishment). This is the “carrot and stick” approach, and it’s what most business incentives are built on.
  2. Intrinsic Motivation – Powered by internal satisfaction (curiosity, mastery, meaning). This is the creative zone, the space where people do things because they want to, not because they have to.
  3. Introjected Motivation – The invisible one—where we act to avoid guilt or boost ego, even if we don’t truly want to do the task. It’s often mistaken for discipline, but it’s closer to self-manipulation.

At first glance, this seems like a clean framework. But real life is messy. You can start a project out of passion (intrinsic), keep going because of praise (extrinsic), and push through the hard parts because you’d feel like a failure if you quit (introjected).

The lines are fluid. The motives bleed together.

And that’s where things get interesting.

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The Employee Who Lost His Fire

Take Luca, a talented designer at a growing agency. He started with intrinsic motivation: he loved the craft. Sketching, iterating, learning. It was his flow state. But after years of tight deadlines and uninspiring client work, something shifted. The joy faded. Deadlines became dreading lines.

What remained? Fear of disappointing his boss. Anxiety over losing his status. A need to prove himself, day after day. That’s classic introjected motivation. The task didn’t change—but the why behind the action did. And it changed everything.

The company tried to fix the problem with performance bonuses and perks—extrinsic tactics. It made sense on paper. But it missed the target. What Luca craved wasn’t more money.

It was purpose.

He needed to feel like his work meant something. That it was his, not just another file in the project folder.

And here’s the twist: when his manager finally gave him full autonomy on a side project—no client, no rules—Luca lit up again. The fire was still there. It had just been buried under the wrong kind of motivation.

His story isn’t rare. It’s everywhere—from burned-out founders to students on the edge of quitting. And it brings us to a deeper, less comfortable truth.

The Paradox of Motivation: Why It Backfires

One of the most counterintuitive findings in psychology is that extrinsic rewards can kill intrinsic motivation. This is known as the overjustification effect.

Tell a child she’ll get $10 for every book she reads, and suddenly reading becomes transactional. The joy dissolves. The behavior now relies on payment.

Sound familiar? That’s your gym routine you keep “bribing” yourself into. That’s your content calendar you hate but “push through” for metrics. That’s the task you once loved but now dread because it’s been systematized, optimized, and sanitized.

The truth is: motivation is fragile.

It doesn’t respond well to brute force. And most modern systems—corporate hierarchies, school curricula, productivity tools—treat it like a faucet that can be cranked open at will.

But real motivation isn’t a faucet. It’s a fire.

Fires need fuel—but also oxygen. Too much pressure? You suffocate it. Too much fuel? You overwhelm it. No spark? It never ignites. Sustainable motivation requires balance, attention, and care.

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How to Work With, Not Against, Your Motivation

If you want to build motivation that lasts, stop trying to push it. Start understanding it.

  • Track the Source: Ask yourself why you’re doing something. Are you chasing reward (extrinsic), seeking joy (intrinsic), or avoiding guilt (introjected)? Most people don’t realize how often they’re operating from fear or shame.
  • Redesign the Context: Motivation isn’t a switch—it’s a system. Change the environment. Inject autonomy, invite mastery, build connection. These aren’t luxury perks. They are the psychological conditions under which motivation thrives.
  • Use Extrinsic Rewards Wisely: They’re not evil—they’re just misunderstood. Use them to reinforce competence, not to substitute for meaning. And always tie them back to effort, growth, or shared values.
  • Notice the Drift: Motivation evolves. What drove you a year ago may no longer serve you. Recalibrate. Realign. Refresh the why behind the what.

Motivation Is a Compass, Not a Whip

Motivation isn’t about being constantly energized or excited. It’s about knowing the direction you’re truly meant to follow—and making adjustments when you veer off course.

The next time you feel “unmotivated,” don’t panic.

Don’t reach for hacks or hustle porn. Ask instead: What’s pulling me? What’s pushing me? What story am I telling myself about this task?

And most importantly: What would make this feel like mine again?

Because real motivation doesn’t scream. It hums. And once you hear it, you’ll never mistake it for noise again.

Until next time, stay driven.

Alex

🔥 Want to build a strategy that fuels real motivation? At Kredo Marketing, we design human-centered strategies that align with what truly drives people.

💬 Let’s create something that lasts.