Larry D. Lauer

Members of Fort Worth Sister Cities International recently visited Cuba. After 50 years of an American embargo they experienced a country that may soon witness rapid commercial development… a situation which poses many concerns about what could result.

While in Cuba the group met University of Havana Professor Carlos Alzugaray Treto who spent 35 years in the Cuban foreign service during those embargo years. In that role the ambassador saw human rights issues not only in Cuba, but in many other countries… including the US and some  of its allies. And he came to see trade between countries purely as win-win exchanges.

So on a recent trip to Fort Worth he remained optimistic about improved US-Cuba relations in matters of human rights and trade. And he also saw commercial development in Cuba as happening one step at a time, enabling traditional Cuban cultural values to be retained.

While buildings are crumbling in many areas of Cuban cities, the question  will be whether to restore them or build modern ones. Will streets end up lined with fast food joints or traditional Cuban bars and eateries? And while more hotels certainly are needed, how many must model traditional Cuban architecture for the culture to be reinforced?

And beyond these physical development issues how can long-standing  Cuban cultural and artistic values be retained? In other words, what is an appropriate overall vision for Cuba’s future? Can standards be articulated which encourage appropriate modernization and yet ensure that traditional Cuban cultural features are preserved?

I suggest that a simple “marketing and communication blueprint” which everyone can understand will be required. It must clearly articulate, update, and authenticate a renewed national brand identity. Such a blueprint is much more than mere advertising.

A clear brand identity enables a national “self-fulfilling prophecy” to take place. It does so by constantly surrounding local citizens and the rest of the world with many media platforms… from TV to newspapers to posters to social media. To be effective the content must be clear messages and pictures about what Cuba stands for and believes about itself.

Achieving an “authentic” Cuban brand identity will require key opinion leaders from government, the arts, hotels, restaurants, education, human services, marketing, communication, etc. to meet together in small groups to brainstorm, clarify and take full “ownership” of an authentic Cuban brand. Similar groups can also work on the standards for commercial development and for preserving the culture.

I must add at this point that universities with strong programs in political science, international relations, public health, public administration, urban planning, marketing, media studies, communication, etc. can be vital resources to countries such as Cuba. Universities can provide research and expertise in everything from rebuilding institutions and businesses to addressing problems in climate change, poverty, hunger, energy, conservation, and much more.

Indeed, universities are strong soft power and public diplomacy forces… much the same as Sister Cities International.

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Back in the day, I was among several others seeking to find and articulate the perfect planning model for communicating institutions. The “buzz term” at the time in management was MBO, Management by Objectives. I wanted to find the communication equivalent.

But over time I came see that “groupthink” of any kind can be a trap. “This is the way we do things,” has caused many executive teams to plateau just when reinventing themselves and revitalizing their organizations became necessary.

In fact, entire consulting firms have based their work on a formula for success they have developed.  In higher education many fundraising consultancies and marketing and communication firms have based their work on formulas. And so when the core business is disrupted the initial response is to do more of what has always been done.

But when overall conditions change, competition deepens, and markets broaden, the game is changing. Now is when marketing thinking, integrated processes, strong team building, fresh thinking, and new strategic initiatives might be necessary.

An article in the Chronicle of Higher Education recently  described Georgetown University’s “Red House, a house near center campus, as a kind of  “skunkworks.” Students and faculty are engaged together in developing creative cutting-edge projects in search of a more innovative and cost-effective education.

In order to avoid falling back on past models, maybe all organizations could benefit from forming their own version of a “skunkworks.” Such internal think-tanks can objectively use integrated group processes to clarify founding mission, fine-tune brand authenticity, update message points and overall  “look,” revitalize the vision, and inspire a strong sense of renewal.

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