It's time to walk through the fire

"So, we paused. We looked inward and asked the hard question: Do we rebuild what we had or transform into what we need to be for the future? Companies need to choose the second. For us that meant becoming culture-led, not as a slogan or a rebrand, but as the infrastructure for how we operate. Becoming culture-led doesn't just guide values; it can become an operational advantage."

"Inside entertainment, we'd spent decades learning how to meet people in emotional moments. We began applying that same emotional fluency to everything we do: from car launches to hospitality marketing, and CPG storytelling. Not by forcing those categories to feel like entertainment, but by applying what we'd learned about timing, tone, and human connection in places where meaning matters more than ever. A clear example was our work launching God of War Ragnarök for PlayStation."

A company that moved people to entertainment for 25 years faced rapid change in entertainment and technology and reevaluated its approach. The company chose to transform into a culture-led organization, making culture the operational infrastructure rather than a slogan. The company reorganized from deliverable-focused silos to teams that prioritize what moves people emotionally. Emotional fluency was applied across categories—car launches, hospitality marketing, and CPG storytelling—using timing, tone, and human connection. A launch for God of War Ragnarök prioritized a child-parent emotional center and achieved record results. Operational changes included restructuring strategy, creative, editorial, and social teams to be leaner and faster.

Read at Fast Company