This interview was originally published on CHARGE.

In this feature, CHARGE shares insights from Ben Osborne, Executive Director and Head of Insights and Analytics at global brand consultancy Siegel+Gale.

What do you think are the main challenges for energy companies regarding branding and communication?

As the aphorism goes, change is the only constant, and nowhere is that more true than within the Energy sector in 2025. Recently, the pendulum has swung once more; purpose has given way to performance in the most public way possible, making shareholder value the main game in town.

For Energy CMOs, the ability to navigate their brands through this pace of change, while deriving maximum value from the assets and infrastructure on offer, is paramount – and, do you know what, many are falling short.

According to Forrester, the average tenure for a CMO in the energy industry is just 3.2 years, down significantly. The main reason for this is the difficulty brand stakeholders are having when demonstrating ROI at the altar of efficiency & performance.

These are big challenges for CMOs.

In the short term, what bones can I throw to the board to ensure I can deliver on my vision?

In the long run, what investments do I need to make, what tools do I need to deploy and what bets need to pay off to ensure that the Objectives and KPIs I am working towards stand the test of time when the pendulum inevitably swings again?

 

How do you see your clients building the business case for brand investment?

Let’s start with what brand is ‘not’. It’s not a logo, tagline or campaign. It’s not all things to all people, and it’s definitely not a mere communications device.

We like the Bezos quote, “your brand is what people say about you when you’re not in the room,” (and by the way, “people” stands for your customers, employees, shareholders and beyond). But more than your reputation, your brand makes up a significant proportion of your organisational value, directly impacting the key financial drivers: demand, premiumization, productivity and differentiation, while reducing staff costs, expansion-based capex and cost of capital.

 

How do we prove that?

Well, that’s the big question. Luckily, Siegel+Gale has a dedicated research suite that identifies brand impact, as well as opportunities for growth, be it in your positioning, experience, culture or communications.

What’s more, as The Simplicity Company, our research tools are specifically calibrated to identify organisational complexity—a common complaint no matter the department, and something we know acts as a millstone for business growth & transformation.

For CMOs, the output of this work is an objective, universal and robust data set that forms the platform for soliciting brand investment, as well as an ongoing measurement framework for proving ROI.

 

What lessons have you learned about simplifying complex concepts for branding and communications?

Now more than ever, brands have a tall order: finding ways to stand out in an increasingly crowded and complex world. Those who fail to simplify are leaving money on the table: $780bn, by our last count.

To succeed, you need to break through the noise while providing consistent experiences that reflect precisely who you are and why you’re different.

But getting to simplicity isn’t easy. It requires both clarity and authenticity.

The hard work comes in untangling the complicated and distilling what matters most, but the potential upside is worth it – a clear picture, to both your customers and employees. We find your unique ‘Compelling Truth.’ If you can get there, these stakeholders will intuitively understand your brand, and when that happens, you stand to boost your relationships and your bottom line.

 

What advice would you leave brand and marketing leaders going into 2026?

Anticipating the next market shock is a costly and ultimately fruitless exercise. The geopolitical and economic backdrop is going to remain chaotic, and the pendulum will swing again at some point. My advice to market leaders would be to commit to efficiency above all else.

Too many leaders pin their colours to unattainable transformation targets or outdated business models. It’s myopic and vulnerable – here lies many a failed brand.

A commitment to efficiency is eminently sustainable, measurable, universal and – perhaps best of all – simple.