The Work
Nike’s Western Europe channels were producing content that looked polished and was being largely ignored. The energy wasn’t there. The engagement numbers told a story the content strategy hadn’t accounted for: people didn’t want to see Nike’s world. They wanted to see their own.
A brand with global scale has a specific temptation — to use that scale uniformly, to speak to Western Europe as a single audience with a single voice. It’s efficient. It’s also how you reach no one specifically while technically reaching everyone. The answer wasn’t better content. It was a fundamentally different relationship between the brand and the communities it wanted to be part of. That means accepting that impact sometimes requires acting as if you don’t have the scale you do — building presences so locally specific that people in each city see themselves in the content rather than a brand looking at them from the outside.
The community responded. New events formed. We Run London grew from a single connection made on a platform that was designed to feel local rather than global. That’s what happens when a brand stops trying to reach people and starts meeting them where they already are.
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