Case Study:

FROM "THIS IS MY STORY" TO "SWIFTONOMICS"

The Taylor Swift Story

Mission phase

(∼2004-2006):


  • From beginning Taylor’s mission was focused on authentic storytelling about personal experiences, emotional truth, and ownership of voice.


  • It qualified by strong identification with songwriting as self-expression and consistent narrative: “this is my story, told by me”.


  • Taylor’s mission was recognizable and relatable even before mass success (∼0.5-1m album units sold, ∼3-5m tour gross per circle).

Momentum phase

(∼2010-2018):


  • Momentum was gained as fans felt personally addressed, albums became events (eras narrative), media attention intensified, conflicts amplified resonance instead of weakening the momentum.


  • Energy came back multiplied. Taylor no longer had to push attention, it returned. Momentum became self-propelling: fans reinforced Taylor’s work, media amplified the fans and the cycle accelerated.


  • This was seconded by growth factors in sales (4-5x to ∼60-80m) and stadium level economics for tour gross per major tour (∼150-300m). Streaming went up from negligible numbers to billions of streams and followers went far beyond 10m increasingly building a consolidated global fan base.

Motion phase 

(∼2006-2010):


  • Taylor translated her mission into relentless motion, by writing own songs, constant releasing, touring and engaging with fans, as well as genre shifts (country to pop to indie/folk).


  • She was building a consistent artistic identity and took qwnership of her creative process.


  • Motion was clearly visible, repeated and reflected in factor 10x growth in sales (∼12-15m) and tour gross (∼30-40m), several hot 100 top-ten singles and first major awards.




Movement phase 

(2018-today):


  • At a certain point, “Taylor Swift” became more than an artist. She became a cultural movement.


  • A collective identity (“Swifties”) with its own rituals (bracelets, outfits) and symbols emerged fuiled by collective meaning-making (Easter eggs, narratives, theories) and advocacy of her values. Her re-recordings became a movement about ownership and artistic agency.


  • This movement was not any longer fully controllable, it continued even between releases and began to shape public discourse beyond music.


  • Accordingly it was resulting in immense economic impact on tourism and fashion (GDP impact per country ∼400-500m). Tour gross per cycle >2bn and ∼1-3bn streamings per hit support this development and made Taylor Swift a macro-economic phenomenon referred to as “Swiftonomics”.


  • Crucially, Taylor Swift reintegrates the movement into her mission by reframing her purpose (e.g. reclaimimg ownership, empowering artists), she adjusted her strategy by reinventing the concert experience.


  • Movement sharpened her mission and the cycle potentially can begin again on a higher level.

Case Study:

FROM FISHERMEN's PROTECTION T0 "RE-LOVED" FASHION

The Barbour Story

Mission phase

(∼1894-1930s):


John Barbour founded the company 1894 in South Shields to provide weatherproof, long‑lasting outerwear for fishermen, sailors, dockworkers, and outdoor laborers.


  • The purpose was not fashion but protection, endurance, and reliability in harsh coastal conditions.


  • Waxed cotton, reinforced seams, and repairability were core to the brand from thebeginning.


  • Barbours mission was clearly recognizable and distinct: make garnments that last, and repair them when they don‘t. 

Barbours founding mission was powered by a number of distinctive success factors:


  • such as mastery of waxed cotton, functional design, and garment repair.


  • Also a family-run ethos that prioritized durability over trend cycles and a narrative of “weatherproof protection” for working people initially reflected the mission.


  • Early relationships with seafarers, farmers, and industrial clients and a deeply rooted identity of craftsmanship, utility and British heritage did so as well.

Momentum phase 

(∼1980s-2010s):


Momentum accelerated when Barbour’s functional heritage crossed into mainstream culture.


  • The brand became a symbol of British countryside identity, worn by royalty, celebreties and urban customers seeking authenticity.


  • Barbour items became cultural icons, appearing in flim, television, and fashion media.


  • The brand expanded into womenswear and accessories. International expansion accelerated and the company strengthend its wholesale, retail, e-commerce, and licensing channels, building a multi-channel global footprint.


  • Driven by these adaptions revenues grew steadily.

Again, this phase was showing impressive boost of Babour’s business that can be related to distinctive success factors:


  • such as scaling production with maintaining quality,


  • contined investment in local production,


  • global campaigns emphazising authenticity and heritage,


  • partnerships with the British Fashion Council and global retailers


  • and finally by a brand community build around durability, tradition and understated style. 

Motion phase 

(∼1930s-1960s):


Barbour’s mission translated into motion through product innivation, expansion and the development of a repair- and waxing ecosystem.


  • In 1936 the Barbour International motorcycle jacket was introduced, worn by every British International motorcycle team until 1977.


  • Barbour grew its retail presense across UK and first international markets.


  • Being awarded as the first Royal Warrant, meaning to establish Barbour as a trusted supplier to the British Family was a major credibility milestone.


  • While adoption by countryside communities, farmer, hunters and equestatrians increased,


  • Barbour became a national brand with a growing international footprint. It remained family-owned and continued to invest in UK manufacturing, which turned out as a strategic choice that reinforced authenticity.

This development was accompanied by various success factors:


  • such as product engineering, wax technology, and repair infrastructure.


  • Also long-term investment in UK production, storytelling around heritage and craftsmanship fueled this development.


  • Partnerships with motorcycle teams, countryside communitees and pride in duralibility, repair and auhenticity supported the turn from mission to motion as well.

Movement phase 

(2010-today):


Meanwhile Babour has transcended its role as a clothing manufacturer, becoming a movement of repair, sustainability, and heritage, resonanting across generations.


  • The Re-Loved programe, where customers return old jackets for repair and resale, has become a flagship sustainability initiative, reinforcing Barbour’s indentity as a brand of longevity.


  • The rewaxing service – a core of Barbour’s DNA – has become a cultural ritual.


  • Barbour’s sustainability narrative aligns with global shifts toward circular fashion, making the brand a reference point for responsible luxury.


  • Barbour continues to invest in UK manufacturing, community initiatives and partnerships.


  • Barbour’s global presence spans 40+ countries, with strong growth in womenswear and accessories accounting for nearly 50% of sales.


  • Revenues continuously grew and surpassed in 2025 an amount of £ 350.8m (+9%), while Barbour closed its books with an annual operating profit  at £ 49,5m (+14,1%).

Also this phase can be associated with distinct success factors:


  • such as capabilities in repair infrastructure, sustainable materials and global logistics.


  • This is accompanied by long-term investment in heritage and sustainability,


  • while storytelling remains focused on longevity, repair and authenticity.


  • This phase is also supported by extended partnerships with designers, councils, and global retailers,


  • and a multi-generational community that values durability over short-term fashion trends. 

Case Study:

FROM HIDDEN PRACTICE TO INCREASING TRANSPARENCY

The Transparency International Story

Mission phase

(∼1993-1995):


Transparency International’s (TI) mission is rooted in the conviction held by founder Peter Eigen, a former World Bank director.


  • He witnessed firsthand how corruption undermined development, democracy and human dignity.


  • As result of bribery development projects were failing, public trust was eroding, people were suffering while elites benefited and existing institutions didn’t address corruption.


  • These patterns led Peter Eigen to conclude that “corruption must be confronted openly, systematically and globally”. Other individuals from various professions shared Peter Eigen’s sense of urgency.



  • Together they translated a personal insight into a collective purpose by founding TI as organization to fight corruption worldwide by promoting transparency, integrity and accountability. 

In light of our defined success factors for competitive edge (probably in this case translated into impact) the evolving mission took off:


  • based on Peter Eigen’s expertise, networks and credibility, his courage and persistence,


  • the ability to articulate corruption as s systematic threat,


  • early alliances with like-minded individuals


  • and a founding ethos of integrity and independence.

Momentum phase 

(∼2000-2010):


TI gathered momentum when initial initiatives began to reinforce each other and when its anti-corruption mission gained global traction.


  • While Peter Eigen’s credibility opened further doors in governments and insititutions,


  • other indiiduals such as Frank Vogl and Jeremy Pope began to shape TI’s global messaging and to develop its policy framework,


  • while researchers and analysts further defined the "Corruption Perception Index “(CPI).


  • This index, covering meanwhile >150 countries, in particular was a breakthrough, since it helped to quanitify the perceived extent of corruoption per country.


  • While the number of local chapters increased (∼ 80-100) support came from local chapter leaders who mobilized respective communities and media.



  • At this stage TI influenced policy making in many countries. 

At this stage the turn from individual engagement against the negative impact of corruption on development and democracy to an institutionalized and globally active anti-corruption organization was supported by success factors:


  • such as research excellence and advocacy skills,


  • sustained engagement from founders and chapter leaders,


  • the CPI as a simple, powerful narrative tool,


  • extended partnerships with the UN, OECD and World Bank


  • and an evolving identity of integrity, transparency and global solidarity amongst TI members and supporters.

Motion phase 

(∼1995-2000):


The TI mission turned into motion by supporting measures:


  • such as covening regular meetings of experts and activists,


  • launching the initial governance structure, recruiting founding members and prominent advisors,


  • creating the first anti-corruption tools and frameworks (CPI covering ∼ 60-80 countries),


  • setting up national chapters (∼ 30-40) and


  • building relationships with governments and institutions. 

The turn from mission to motion was also clearly based on distinctive success factors, that supported the development beyond the initial personal networks, expertise and reputation of the TI initiators.


  • At this stage the TI organization was pushed forward by high personal investment and risk-taking,


  • narratives that made corruption visible and urgent,


  • trust-based cross-border alliances


  • and a pioneering spirit led by the belief: “We can challenge the status quo”. 

Movement phase 

(2010-today):


TI is a perfect example for how momentum turns into movement. Soon it became more than the sum of its founders.


  • It turned into a self reinforcing organization and a political force. Activists, journalists, academics and citizen formed a global community with a shared identity around transparency and integrity.


  • TI and the CPI reports (coverage of >180 countries) became a norm setting reference against corruption.


  • Self organization and initiatives by local chapters (>100) increased.


  • TI became synonymous with the anti-corruption movement with significant influence on policy making (anti-corruption laws, whistleblower protection).



  • However, individual courage and initiative remained a driving force: whistleblowers were risking their existences to fight briberry, investigative journalists went after corruption, local activists mobilized communities and leaders carried the TI mission into politics, business, and civil society. 

At this stage again, progress was supported by success factors requiring careful orchestration:


  • Next to global advocacy, data infrastructure and legal expertise became important.


  • A global narrative about the enabling forces and positive economic impact of integrity and accountability and the negative social and economic consequences of corruption supported the increase of supporters and member globally.


  • Cross-border coalitions and civil movements  against corruption turned over time transparency into a global norm.


  • While the movement matured the initial anti-corruption mission of TI got shaped by individuals and collective learning as well.


  • As such todays TI mission aim at strengthening democratic institutions, protecting whistleblowers, promoting open data and digital transparency, addressing next to local corruption globalized corruption networks, while linking the stand against corruption to the call for human rights and climate justice.


  • This development is supported by new leaders within TI, a new generation of activists, experts in digital governance, law and policy including new voices from countries most affected by corruption.