“We want to be in culture” is a direction that’s frequently delegated by clients to agencies eager to achieve that elusive breakthrough for a brand. It’s not a secret that cultural relevancy is key to long-term success among consumers, particularly if you want to keep up with the speed of changing mindsets.

However, in the race to sustain the attention of newfound audiences—perhaps newfound to a business—the pragmatism required to attune with culture is pushed aside in favor of the manipulation of fads.  

 I’ve witnessed Hawk Tuah girl be cited an anchor in “cultural strategies” to brands desiring the attention of Gen Z. Same for artist partnerships that end up alienating communities and become absent of genuine fandom. Let’s add to that mix cultural playbooks discussed by employees in the public sector that end up just being a series of guest appearances on popular streaming sites.

Are these actions tactical? Yes. Are they bona fide strategies that transform a business into a viable cultural contender? No—because they are not very mindful or very demure. 

More than 80 percent of brands say they have a deep understanding of their consumers, but less than half (46%) of customers agree.

“Being in culture” demands an acute understanding of the many layers that form an individual’s identity, the multiple communities they belong to and important social and historical factors that shape their nuanced perspectives.

The industry is increasingly conflating strategy and tactics, bypassing important steps needed to obtain a firm foothold in diverse communities. The flaw to fix is a gatekeeping strategy that ensures smart and respectful application. This could be attributed to the industry’s lack of interest in paying more than lip service. 

Smart cultural strategy is critical to market share growth. More than $1 trillion in consumer spending is at stake, meaning business solves cannot afford to take a wrong turn. Yet 59% of companies reported an increase in backlash in DE&I efforts since the Supreme Court’s decision on affirmative action, and one in three social impact officers have seen additional scrutiny or legal review of DEI-centric initiatives.

Teams that collectively understand a cultural niche are not being taken seriously. Comprehension with zero context of advertising doesn’t help any business leader make the right decision. 

The bright side is that consumers still have faith. Only 13% of U.S. adults say brands should stay clear of inclusive marketing, meaning the majority believe cultural engagement is the most powerful vehicle for influencing a path to purchase.  The streets have spoken: Capitalizing on mere moments in time is mimicry and not enough to imprint a brand into the consciousness of consumers. By doing this, you undermine the standards of the practice and culture itself. 

We cannot rest on our laurels when educating clients. Clearly language is being shared in a room to “wow” business leaders, but it results in a glaring lack of mechanisms to shape its application in the final product.   

There are guiding principles to follow that help build a rock-solid, culture-centric strategy. Coupled with intuitive knowledge, you’re set for success. However, quick and superficial tactics for quick KPI gains don’t necessarily translate into long-term consumer acquisition. Skimming the surface serves no one.

We need to hold ourselves accountable for the standards we set and the parameters we see others break. No more white-labeling unwise activities as a cultural breakthrough. Campaigns need to bridge the gaps between culture, mainstream society and communities. Once you begin appreciating the people and collectives on their own terms, relevancy will follow.