Navigating the AI Commodity Wave: Sairah Ashman on Brand Rebellion for Survival
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<aside>(This article was generated with AI and it&#8217;s based on a AI-generated transcription of a real talk on stage. While we strive for accuracy, we encourage readers to verify important information.)</aside>
<img decoding="async" src="https://web-summit-engine.imgix.net/q2gsfai8mqkjeuzyuzus71kfwlqd?auto=format&amp;fit=fill&amp;fill=solid&amp;fill-color=white&amp;w=600&amp;h=600&amp;fm=jpg&amp;dl=featured.jpg" alt="Sairah Ashman" align="left" hspace="10" width="200" style="float:left;margin-right: 15px">
Sairah Ashman, Global CEO of Wolff Olins, addressed Web Summit Lisbon 2025, highlighting the inevitable commoditization of Artificial Intelligence. She explained that new technologies, initially miraculous, become ordinary and then invisible, only noticed when they fail. This &#8220;magic dispersing&#8221; leads to a &#8220;sea of sameness&#8221; as companies build on similar infrastructure, a phenomenon Wolff Olins calls &#8220;déjà vu.&#8221;

The dot-com boom of the mid-90s offers a clear parallel. Thousands of dot-coms launched, but 95% disappeared due to a lack of unique ideas, not tech failure. Today, over 70,000 AI startups have emerged in five years, many on identical tech stacks, creating similar offerings. Ms. Ashman emphasized the critical question: which brands will survive when AI becomes a commodity?

Ms. Ashman presented three &#8220;acts of rebellion.&#8221; The first involved Orange, a mobile telephony company entering the market as the fourth competitor without a tech advantage. Instead of focusing on features, Orange built its brand on &#8220;feeling&#8221; and &#8220;optimism,&#8221; declaring &#8220;the future was Orange&#8221; and inclusive for all. This emotional, experience-driven approach led to its sale for £25 billion, double its closest rival, proving feeling can be a powerful differentiator.

The second example was First Direct, a bank launched in the UK during the 1980s when traditional banking was inconvenient. Instead of a superficial rebrand, Midland Bank, with Wolff Olins, &#8220;rewired the entire system.&#8221; They created a bank serving people with 24-hour service, no charges, and human telephone support. This systemic change, not cosmetic, resulted in an impressive 82% customer recommendation rate, setting a new standard.

The third act involved Decathlon, a global sports retailer. As it expanded, Decathlon questioned its identity, moving beyond a simple retailer or sports brand focused on winning. They repositioned around &#8220;joy and wonder&#8221; in sports, becoming a &#8220;gateway to adventure,&#8221; appealing to a broader, more inclusive audience. By asking a different question than its rivals, Decathlon built a brand that resonated on a deeper level, enabling it to scale beyond conventional branding.

Ms. Ashman concluded by urging brand shapers and creators to embrace rebellion. As technology becomes commoditized and products indistinguishable, survival depends on differentiation. She encouraged building brands with genuine meaning, not just those that are technologically feasible, emphasizing the lasting value of purpose-driven creation.

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