Everyone Loved It - And That’s What Killed It
One of the most common, and most preventable, mistakes companies make
Everyone was excited.
We'd just presented a brand direction with real bite. Confident. Bold. A little dangerous. The founder said: "This is the one."
Then a few days passed.
"Hey, just some thoughts from the wider team…"
That's how it begins.
"Can we tone the voice down a bit?"
"Maybe this colour is too intense?"
"Should we add a safer option, just in case?"
Legal had concerns.
Sales chimed in.
Support said the tone might frustrate customers who expect something more traditional.
The founder, now juggling everyone's opinion, said:
"Let's just tone it down a bit, here's our collated feedback."
Nobody was angry anymore. Everyone was happy.
What started brave became safe.
And that's exactly when it gets dangerous.
This is how strong brands lose their nerve
In the early days of Pony, we saw this pattern in ourselves. Growing fast. Saying yes to almost everything that can pay the bills. It felt like momentum.
But over time, it started to blur who we were. We didn't yet have the nerve to say, "This isn't for us."
Not through one catastrophic decision, but through dozens of small, polite compromises.
People want to protect the brand. Avoid risk. Keep everyone comfortable.
It's human. It's understandable.
But in branding, risk-avoidance is identity suicide.
You don't stand out by keeping the volume low.
Jaguar got so much hate
An icon. The leaping cat. Decades of British legacy.
Gone. ☠️
No more feline grace, just JAGUAR in brutal, all-caps sans-serif.
Designers went nuts.
"The soul is gone." "Feels like a generic tech company." "Did they just murder the brand?"
Jaguar didn't flinch.
Because it wasn't a mistake, it was a statement: We're not who we were.
New lineup. Electric future. Clean break.
Will it work? Time will tell. But they weren't trying to be liked. They were making a bet.
Architecture knows this pain
At first, everyone wants to build something iconic.
A statement.
Like the Sydney Opera House. The Eiffel Tower. The Burj Khalifa. Buildings people once despised- now global landmarks.
But as fear creeps in, the edits pile up:
"What if it's too bold?" "Will people accept it?" "Let's make it more… neutral."
And you end up with a glass box nobody notices.
Safe. Practical. Completely forgettable.
A strong brand turns some people away
When we finally decided to let go of clients who didn't fit, even ones we absolutely loved, it was brutal. No guarantee we'd replace that revenue. Felt like sabotage in the moment.
But the clarity that followed? That's what gave us real shape.
And that's not a flaw - it's the filter.
If everyone "gets it," you probably said nothing worth hearing.
Most founders claim they want to stand out. But when that first wave of criticism hits - when people say it's "too weird," "too much," or "not right" - most panic.
"They didn't like it. Let's pivot. Let's soften it."
That's the fatal mistake. The easy choice.
That early discomfort? That's not a warning - that's proof you're ahead of the curve.
You made them feel something.
And once you start sanding off those corners, it's nearly impossible to get the edge back.
Pick a fight
You don't need to scream.
But you do need to plant a flag. Somewhere distinctly yours.
Say something your competitors are too timid to say. Use words that sound like you, not corporate theater. Choose one perspective over group consensus.
Then hold your ground.
Because early on, the loudest feedback will be negative. Most brands retreat here. Fast.
Start here, not there
Work with your brand partners to define your uncomparable truth.
A belief. A stance. A refusal.
Something that’s not “correct.”Something not everyone agrees with.Something that might lose you a few followers … or customers.
It’s not a messaging pillar. It’s not a tone of voice. It’s the part of your brand that can’t be negotiated - even when the pressure’s on.
It’s the uncomfortable thing you stand for that if executed properly makes everything else hard to copy.
Something your competitors would be scared to say. Something the board might hesitate to approve. Something that makes the safe options look irrelevant.
That’s your edge. That’s your filter. That’s your leverage.
Figure that out first.
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