Why every project needs a brand (and how to create one)

Karen A. Brown, Richard Ettenson, Nancy Lea Hyer

    Research output: Contribution to journalArticlepeer-review

    2 Scopus citations


    Each project in an organization's portfolio has an internal brand - a reputation and status that play major roles in determining the level of support it will receive. Some project brands are better than others. Although the foundation of any project's brand may rest on its natural attractiveness - its strategic importance, its apparent viability, the reputation of the assigned leader and the client's profile - these factors are not the sole determinants of a project's destiny. Project leaders, sponsors and team members all have the power, and the obligation, to create and disseminate brand-related messages that clearly convey the project's intended promise, garner needed support and report on the delivery of that promise. Concepts from the domain of brand management can be tailored and applied to make this happen during five stages in the project branding life cycle. Project leaders who embrace these ideas will gain distinct advantage and be in stronger positions to achieve their goals, advance their careers and deliver on the company's business strategy.

    Original languageEnglish (US)
    Pages (from-to)61-68
    Number of pages8
    JournalMIT Sloan Management Review
    Issue number4
    StatePublished - Jun 1 2011

    ASJC Scopus subject areas

    • General Decision Sciences
    • Business and International Management
    • Strategy and Management
    • Management of Technology and Innovation


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