In the race for B2B growth, we often prioritize speed over everything else. But what’s the real cost when your brand starts to look like a collection of spare parts cobbled together by different teams?
Agility requires a strong, foundational framework to enable speed without sacrificing coherence. It’s about empowering teams to move quickly and independently, while still ensuring every customer touchpoint feels like it comes from one unified brand.
Today, we’re going to talk about why brand and design consistency is often the first casualty of high-growth B2B environments, and paradoxically, one of the most critical assets to protect. We’ll explore how that fragmentation happens, from different teams launching products to rapid hiring, and discuss why building a consistent brand isn’t just a “nice-to-have”—it’s a direct line to building trust and long-term value with your customers.
To help me discuss this topic, I’d like to welcome, Jenny Sagström, CEO at Sköna.
About Jenny Sagström
Jenny is cofounder and CEO of Sköna, a B2B creative agency that’s been building brave brands for innovative technology companies since 2004. Jenny entered the agency world in 1998 with Kraftverket in her native Stockholm, Sweden, shortly after graduating with a BA in Economics and International Relations from the University of Reading. In 2000, she moved to the San Francisco Bay Area to work at Corsi & Partners, where she was responsible for a multitude of clients, including the Oakland Raiders.
Since founding Sköna, Jenny has helped lead it from a two-person shop to a flourishing global business, where she currently oversees strategy, account management, and global expansion. An occasional public speaker, article writer, and podcaster, she spends her spare time skiing, tinkering with (and even completing!) DIY projects, and enjoying the company of her husband and two daughters.
Jenny Sagström on LinkedIn: https://www.linkedin.com/in/jennysagstrom/
Resources
Sköna: http://www.skona.com
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Transcript
Greg Kihlström: In the race for B2B growth, we often prioritize speed over everything else. But what’s the real cost when your brand starts to look like a collection of spare parts cobbled together by different teams? Agility requires a strong foundational framework to enable speed without sacrificing coherence. It’s about empowering teams to move quickly and independently while still ensuring every customer touchpoint feels like it comes from one unified brand. Today, we’re going to talk about why brand and design consistency is often the first casualty of high-growth B2B environments and, paradoxically, one of the most critical assets to protect. We’re going to explore how that fragmentation happens from different teams launching products to rapid hiring, and why building a consistent brand isn’t just a nice to have, it’s a direct line to building trust and long-term value with your customers.
To help me discuss this topic, I’d like to welcome Jenny Sagström, CEO at Sköna. Jenny, welcome to the show.
Jenny Sagström: Thanks for having me. Great to be here.
Greg Kihlström: Yeah, looking forward to to talking about all this with you. Before we dive in though, why don’t you give a little background on yourself and your role at Sköna.
Jenny Sagström: Yeah, I’m the CEO, co-founder of Sköna. Uh, we are a B2B tech-focused creative agency, um, and we were founded in San Francisco in 2004. So, this is our 20th year in business. Um, and we also have an office in Stockholm, which is where I’m actually located today. Uh, I think, uh, maybe the, our, our specialty, our niche, our expertise is definitely working with tech companies, and to date we’ve worked with more than 150 different enterprise tech brands.
Greg Kihlström: Great, great. Well, yeah, let’s, uh, let’s, let’s dive in. I, I love Stockholm. I know we were just talking a little before, before the show, but wish, wish I, wish we could do be doing this in person, but, uh, you know, remote will have to suffice. So.
Jenny Sagström: Yeah. Well, maybe not in March. Uh.
Greg Kihlström: Right.
Jenny Sagström: Better time would be the summer.
Greg Kihlström: Right, right, totally. Um, so yeah, let’s, let’s start off and I wanna start with the from the from the strategic level here and talk about this idea that inconsistency is the killer. And, you know, in your experience, where does that killer instinct manifest first? Is it lost deals, employee confusion, or even a diluted market position?
Jenny Sagström: Um, it’s such an interesting question. I think it’s actually all three. But if you actually think through the question, you know, what comes first and what leads to what? I would say that where you start to see it first is in that diluted market position. Things are not looking the same, messages are different, messaging is different, um, which in turn, I think leads to that employee confusion, where, you know, they don’t even know what the answer what the what the answers to the questions are. And in turn, when they’re dealing with the customers and the clients, that’s where you get those lost deals. So, I think it’s actually a one, two, three, but backwards, going from diluted market position to employee confusion to lost deals. I guess you could then argue also that perhaps some of that employee confusion is what’s causing the diluted market position. But for simplicity’s sake, let’s, let’s go with that first answer. But, um, that’s kind of how I see it and I think what you’re hoping for is when you get that consistency rolling, you get to a situation where the opposite can happen where, you know, one plus one doesn’t just become two, it becomes three and four. And each each part of that brand leverages and reinforces the other and helps create something bigger.
Greg Kihlström: Yeah. Well, and that that kind of brings us to the the flip side of this, the let’s call it the the glass-half-full part is this idea that design consistency equals clear communication, equals trust. So, you know, for a B2B exec out there who might see design as, you know, kind of a not not necessarily just a nice to have, but a soft discipline, how do you make the case that this trust translates into some of those hard metrics like lifetime value and reduced sales cycles?
Jenny Sagström: Yeah. Um, I I there are so many parts of me that go against this question, um, because I don’t think that design is a soft discipline. I think that design is how you visually interpret and come into contact with a brand. And I think that brand is the most important thing any company has have, uh, in B2B, I would say it’s actually even more important. Um, and I always use this example that if you think about it in your private life, you know, you you go to the store, you buy the wrong shampoo or toothpaste or whatever, no big deal. Cost per unit is not that high. You didn’t like the sha the the toothpaste, you buy a different one next time. No big deal, no harm done. Uh, and that’s the B2C world. In the B2B world, if you are an accountant working in a large organization and you’re responsible for implementing a new accounting system, if you pick the wrong system, if it doesn’t fulfill on what the promises, if it’s not secure, if people don’t adapt it across the organization and if people complain about it, that’s basically career suicide. Um, and so for me, the the the risks are so much higher in B2B, which is then why brand, IE design, becomes so much more important. And I think that’s to me where the idea of nobody ever got fired for buying IBM came from. You en tend to in those situations you heard towards what’s safe and secure. And a strong brand, whether whatever it stands for, is safe and secure. So to me, that’s why we I would say to a B2B exec that design is not a soft deal at all. It’s actually the hard currency, the most hard currency you have. And I think if you pull it out even longer, always makes me think of the Apple brand, right? Uh, they, you know, they have I think 30 to 40% margin on their iPhones. They’ve sold one billion of those products. It’s not necessarily better than an Android per se, but it’s the brand. They have the ability to charge that margin on all of their products. And I think that’s what you’re looking for. To me, the brand, the design, that’s almost an insurance policy that allows you to be able to charge a higher margin on your product. Boom. How’s that for? How’s that for soft?
Greg Kihlström: Yeah. No, I I love that. And I I love that the insurance policy, um, concept as well. So, let’s, let’s talk a little bit about how this is done then and, you know, so a big a big part of this a big part of about building the brand is that consistency. I mean, you know an Apple product from, you know, a hundred feet away or or whatever because, you know, just design elements, things like that. When a company is scaling rapidly, you know, whether that’s, you know, hiring fast, entering new markets, new product launches, all of the above. What are some of those critical, maybe non-negotiable guardrails that a brand needs to establish so that they don’t have brand drift, let’s, let’s say.
Jenny Sagström: I love I love that expression, brand drift. I’m gonna steal that.
Greg Kihlström: Good, nice.
Jenny Sagström: Um, I think the first thing you mentioned is is the key there that you always recognize an Apple product from miles away, right? It’s the rounded corners, it’s all those things. And what are those? They’re part of a design visual design system. So, to me, that’s the first non-negotiable. Having a really strong visual design system that has been stress-tested, um, and that can hold, uh, as it gets applied throughout. So that’s to me number one. Number two is of course that a brand is just so much more than the logo or the visual brand design system. It’s how the employees act. It’s how your employees respond. So, I would say that onboarding and employee training, um, is almost it’s just as important cuz that’s all part of that brand.
Greg Kihlström: Right.
Jenny Sagström: And I think, you know, empowering people to do what they need to do, to do the right thing for the brand, the furthest out from the center of the organization that you possibly can is key for me in that. So, that I’d say brand design system, employee onboarding and training, communication. I think, you know, as managers, as leaders, I think people always often feel like, I’ve already told them. I told them once already. I told them twice already. Well, sometimes you got to tell them seven times. Uh, so, you know, don’t be afraid to repeat and having those manuals constantly reinforced about how the brand acts. And I think that that then goes with my last tenant, which is probably around leaders leading with a strong presence. So, you know, showing up for all hands, continuing to train. If your brand is scaling rapidly and you have new teams around the world, make sure you go there. Make sure you visit them in person, so that you can continue or the brand can continue to basically create that flywheel on even on a local basis as it’s growing quickly.
Greg Kihlström: Yeah, yeah. Well, and of course there’s always there’s a lot of people with and teams with a lot of different needs in in the organization as well. And so, just to pick on it it may be a trope, but it’s still true, you know, the the sales team that needs the the flyer for some sales meeting or something like that. And they’re and they’re like, well, the stock stuff doesn’t work for this exact need, so they start making their own stuff. Or, you know, it could be not just sale, it could be anyway, it could be even be different teams within marketing not feeling like they’re getting what they need from from a system or something. What are the operational structures that you’ve seen work best to kind of mitigate against some of that and while still, you know, giving, you know, some creative freedom within within bounds and doing that that thing that we’re talking about, which is maintaining that that centralized brand integrity?
Jenny Sagström: Mm. Um, yeah, I think I’ve seen I’ve seen lots of different models. Uh, we obviously work as a supporting agency. Um, we have been in a model where we are the brand guardian on a global basis. Um, I would say that tends to be that tends to work better for companies that aren’t yet, you know, with thousands of employees, when you have hundreds of employees, I think it makes sense. Um, and, you know, uh, so so we worked in that capacity. We’ve also worked in the capacity where, uh, you know, we work with a brand team in San Francisco, and, uh, we execute what they tell us to do for different regions, um, and then have that get sent out. And we’ve also obviously been on the other end, so my team in Sweden have been the little agency that, you know, gets sent something from, uh, uh, centralized place somewhere that they’ve never been to and they get asked to execute. So, I think all three, uh, of those models kind of work, but I guess, I mean, for me, I’d be dumb not to say that I don’t prefer to be the brand guardian, uh, working closely with an agent with a with a company and helping steer that brand. That’s, I mean, I think that’s better. Uh, but I do think that the natural progression is to then go to a more centralized system when the brand grows. So. I see all I see both both ways, but if I get to pick, I I wanna be the brand guardian any day.
Greg Kihlström: What are some of the so the the brand drift just to go back to that term doesn’t happen necessarily overnight, right? What how do you I don’t know if it’s it’s actual measurement KPIs or just kind of signals, but, you know, how do you how can you start to tell that a brand is the consistency’s breaking down, that it’s it’s kind of it’s losing its its, you know, kind of central idea across all the different assets being created and things like that?
Jenny Sagström: I think it’s, uh, the first thing is what you mentioned just a second ago about those poor sales guys we’re picking on now. who didn’t have their flyer. Uh, but that is the first sign, right? People go in rogue all over the place. Um, creating something, whether valid or not, if they don’t feel like they have what they need, I’d say that’s sort of the the first sign. Um, another sign, which is we see a lot is as marketers, I think we are so intimately working with a brand, we have that tendency to be to get bored with it much quicker than our audience. So, we’re just gonna try this and we’re just gonna change this, you know, we’ve already done this. We forget that the audience hasn’t seen it ten times like we have, it might be their first time or if we’re lucky their second time. So, that insistence on, uh, you know, changing or trying things out because we think it’s already trite much more much sooner than it needs to be. I think if you’re on the inside, I’ve noticed that when things are breaking down, usually the approval chains take forever. Um, you know, like something that you think would be approved and ready to go in, you know, a day or two or so, ends up being a big old drag and I think that is because there’s that insecurity internally in the organization because no one really knows what the brand’s supposed to be anymore. Uh, and so then, you know, things just don’t get approved and pushed out there. Um, and then I think, you know, obviously the outcome of that is what you mentioned initially, that, um, there’s an inconsistency, uh, PowerPoints don’t look the same, and then I think, you know, you get to a point where you’re on LinkedIn. The company is advertising some messaging that then never shows up on the homepage or in any other communication. So, you know, I think to me that that discrepancy in messaging is what the outcome of all those things are.
Greg Kihlström: Yeah, yeah. Well, and then so maybe the the inverse of that is starting, you know, launching a new brand and whether it’s a brand new brand or just a, you know, a revised brand for an existing org, once a company commits to to doing that, and reinforcing this brand, what what are some of the measurements that they should be tracking? I mean, it’s it’s possibly some of the same things that you already said, but like, are there with a with a clean slate, let’s say, what, uh, you know, what can a brand do to, you know, set things right from the start?
Jenny Sagström: It’s so funny. I always get this question because I think universally as marketers, we’re struggling with this, right? We, uh, and I think we have to figure it out. We have to we have to learn how to speak CFO language and we’re not really that great at it. So, I love the fact that you’re even bringing this up because I think we as a collective have to continuously work on how to do this better. Um, but how I like to think about it is you have to be proactive. Uh, if you’re the CMO, you’re gonna be reporting to a board, who are gonna ask you a bunch of KPIs. Um, and you can either lead them to report the KPIs that you can affect and control. Or if you don’t take that lead, you’re gonna be told what to report and they might be things that you can’t actually affect. So, I think by by taking control, taking charge, we can sort of build the black box any way we want to, uh, and and make sure that we include things that we can affect inside of that dashboard. So, first off, if there’s budget for it, always an awareness study. Um, you know, we see less of that in B2B than we should, but, you know, some of the new AI tools is making it more within reach to for more organizations. So, I think obviously an awareness, um, study is a great place to start. You got to you have to know where you’re coming from in order to know what the how the stuff you’re doing is affecting it. Uh, but then in this black box, I would put very basic stuff like search, um, you know, overall website traffic. We’re also seeing things like overall mentions be brought back into measurement again, especially for, you know, looking into more PR, looking into more awareness. Um, and then of course leads. We can’t get away from it. Everybody wants the leads. So, I I I would be dumb to say not to include that. But I also think it’s important to think about pipeline and think of it as a whole. Uh, working closely with sales, we, you know, we try to avoid getting into the situation where it’s MQLs versus SQLs and instead try and think of it as a holistic pipeline where we’re actually driving ROI for the business. Like we are, you know, at I’d love to, you know, have those measurements where we’re looking at how much business we actually drove as a marketing department.
Greg Kihlström: Yeah, yeah, I love it. And then, you know, I think I I we touch on AI at some point in in every episode, if not, you know, some episodes solely about AI, but, you know, so let’s let’s go there now for a little bit at least. With all the AI-powered content out there, you know, certainly there’s lots of benefits of, you know, speed to to doing things and everything like that. But from a visual and a brand consistency, even even written content, you know, consistency, maybe where are we today with with AI-generated content and brand consistency? And, you know, where are in the in the longer term, is there are these tools a threat to brand consistency in general because it’s just so easy to do things that people kinda look the other way about consistency, or are we are we on a path to getting things kind of better and in a in a better place even though we’re not necessarily there now? I kinda answered the question but let and I know that was like ten questions in one, but feel feel free to pick a couple.
Jenny Sagström: Yeah. All right. I’ll pick I’ll pick a couple. I think, uh, where are we today? Well, where we are today? A friend of mine who works in SEO told me the other day that one of their clients, or not just one, but that they had gotten quite a few requests to produce 10,000 variations of creative. Uh, for this, uh, you know, the Google, I think it’s PMAX or whatever the algorithm is called that feeds into the LLMs. And 10,000 variations of creative. That’s just insane. I and that’s not doable without AI. So, where we are today is, okay, if that’s what we need to be providing to the LLMs in order to show up, okay, how are we gonna do that? We need to rely on AI. But what we’re also seeing is that we need a human in the loop. Um, someone needs to be fact-checking. Someone needs to be controlling and and quality assuring what the prod what the AI is producing for us today. So, both of those things can be true at the same time, I believe. So, I think that’s where we are, uh, and where is it going then? Uh, that that’s so hard to tell. I think that we are using AI as an agency to get better, faster, and test our thinking and do more and all of those things. I’d like to think that AI will help us do more with more as opposed to do more with less. Because I think that even while the volume might be producing, might be increasing, the experience, the expertise, the taste, the having done the reps that the agency have will still matter. And I think that what we can what we the difference is that agencies can come in and help make those brave decisions that I think are hard to make without the experience that agencies have. So, I think, I mean, it’s hard to say where we’re going. I’m going I’m I’m going all-in on more with more.
Greg Kihlström: Yeah. Yeah, I love that. I love that. That’s great. Well, Jenny, thanks so much for joining today. A couple of last questions as we wrap up here. The first one, if we were having this interview one year from today, what is one thing that we would definitely be talking about?
Jenny Sagström: Oh, maybe, oh, this is so hard. I’ve been trying I’ve been trying to get better at predicting things following, you know, as a thought practice, actually, as I, you know, as you develop, as you get try to get smarter, as you try to read more, uh, it seems like something that people do a lot is this prediction business. Uh, I find it incredibly hard, uh, especially since we live in like this black swan world where things you never thought would happen keep happening.
Greg Kihlström: Right. Right. Yeah.
Jenny Sagström: Uh, but, uh, if you ask me, I’d say it’s probably what we started out talking about, which is this sort of almost erosion of trust, uh, that we’re seeing in branding and trusting and how those go hand in hand. And I think that the brand is becoming more and more important in this area of trust where we’re lacking trust. Um, it’s becoming it’s standing for something more than a logo. And I think that that credibility gap, which we’re starting to see with so many of these big organizations, is becoming the real brand killer. Uh, so, I think something we’d probably be talking a lot about trust and what that means in marketing in future organizations and and where we’re going.
Greg Kihlström: Yeah, yeah. Well, and uh, last question for you here. What do you do to stay agile in your role and how do you find a way to do it consistently?
Jenny Sagström: Yeah. So easy. I never planned for anything. No. Well, a little bit is true. I think if you work in the tech business, you know that anything that is planned more than six months ahead is a total waste of time. So, definitely not planning too far ahead and practicing staying agile, like you said, having a plan B, having a plan C, sometimes even a D and an E. I feel like that’s my job is trying to think about all the backup things that could possibly happen and stay open to rolling with whatever possibilities might be coming our way.
