When it comes to innovation, why are brands holding back?

We don't always know what we want until it's presented to us. Granted, novelty isn't always met with enthusiasm; people can be resistant to change, after all. However, when clients draw inspiration from titan brands such as Apple, Nike, or the latest big thing in their industry, and then backtrack on embracing bold ideas in the creation process, we don't hear it as "The market is not ready." Instead, we interpret it as "We're not quite there" — yet, or at all.

Creativity requires courage. Some of the world's best ideas are fresh answers to existing, unclear challenges, responding to human needs with a solution so focused and singular that it creates a culture in itself. Brands that made it work were not only able to sell an idea — they're now selling entire lifestyles. They have integrated into consumer culture to such an extent that it's easy to overlook just how many factors they got right to get there: the quality of the idea, the courage to see it through, and the unyielding commitment to create and execute without overlooking the details.

It's a relentless challenge, and successful brands make it look easy. Take, for instance, a seemingly simple $14 lip product named Balm Dotcom, packaged in era-defining pink, promising that your natural look is enough. While not the sole propeller of the skincare movement, Glossier's entry into the beauty industry marked a shift — skin is in. Glossier tapped into a growing consumer desire for approachable, relatable beauty standards, setting a new benchmark for brand-to-consumer interaction. Their impact has influenced a wave of similarly inclusive and digitally savvy beauty brands; their identity moodboarded into an infinite mirror room of pastels and minimalist brand identities. Now, why call back to Glossier in 2024, after Stanley Cups, the girlification of struggles, dinners, and similar trends that die as soon as they rise?

Glossier’s enduring impact is still felt in the scene, more so in smaller, economically less-developed countries. It’s true that trends do take time to trickle regionally. We are often playing catch up, except for special cases where local brands defy Western norms and successfully assimilate into culture, as seen in the language of Angkas, or the handful of new, viral, surrealist ads. By the time Equinox is at its peak artsy, the general public in such countries as ours might still be getting acquainted with the concept of indoor cycling studios. Getting it right requires a more thoughtful audit: Which themes would work? How do we execute it? Do we have the resources to delve deeper?

Innovation is a risk, and it’s easy to fall into a formula that business leaders are most familiar with, especially in a seemingly risk-averse market that prioritizes trusted value. For people to be ready, brands must first help them understand the value they’ll bring. And to make them understand, brands have to show them, fully.

There are no shortcuts to this, and branding can’t do it alone. A brand book shouldn’t be treated like a Starface bandaid — it can’t compensate for a subpar product. Everything that looks good should make sense, and the biggest consumer buy-in is always in the commodity itself. Winning projects occur when the quality of both concept and product converge, and when the business leaders’ commitment is sincere and comprehensive. The market's embrace of a brand relies on the union of a strong product that can support a compelling concept, and the effectiveness of its communication hinges on the level of effort its leaders are willing to invest.

Usually, when the concept falls short, there is a missed opportunity to develop a good, complete experience. Conversely, if the product is insufficient, we get a brand that relies on its curated image to differentiate itself, without the substance to sustain its operations. In both scenarios, the brand's message struggles to find solid ground — and how good can a brand get if it fails to hold its consumer’s attention?

In this context, it becomes crucial for business leaders to cultivate trust in their chosen creative partners and confront the discomfort of not just moving forward, but moving ahead. It’s okay if people don’t immediately grasp the vision; oftentimes, the harder the concept, the more likely it's onto something great. The brands that dare to be different are the ones willing to take risks, embrace the growing pains, and see it all the way through. A good idea coming into fruition shouldn’t all depend on the market’s call. It should defy it. Only by pushing boundaries and challenging the status quo can brands truly become their own, shaping the future rather than merely following the trends of the present, becoming a force that the masses deserve, but didn’t see coming.