When Apple released the “Neo Got My Mac” video, many people viewed it as mere entertainment, a lighthearted response to a meme circulating among fans of NCT, a South Korean music group. The meme linked the citrus green color of the MacBook to NCT’s signature “neon green” fandom color, while featuring the song “Neo Got My Back” by NCT U.
However, upon closer examination, this phenomenon is not merely a creative response. It serves as an important signal indicating how strategic direction—whether in the context of a brand or an organization is increasingly shaped from the periphery rather than the center.
Instead of creating a narrative from scratch, Apple did something rather unusual for a brand of its size: it chose to follow. The steps they took were quite structured. First, they observed the meme as it developed organically within the community. Second, they sought to understand the emotional context behind the meme’s emergence. Third, they adopted the language and symbols familiar to that community. Fourth, they repackaged all that understanding into official content published on behalf of the brand.
In other words, Apple didn’t try to “lead the conversation.” Instead, they entered a conversation that was already taking place and did so with enough precision that it felt authentic to the community. This approach reflects a humility in strategy rarely seen in large organizations.
Traditionally, strategy is often understood as something designed at the top of an organizational hierarchy, then passed down through the chain of command for execution. However, the reality on the ground paints a different picture: many strategic directions actually emerge from the bottom up or even from outside the organization itself.
It turns out that strategy isn’t always the result of careful planning. Strategy can emerge spontaneously in response to new realities. In Apple’s case, memes circulating among its fanbase served as external signals; the brand’s swift response became a form of adaptation, ultimately resulting in strategic content with widespread impact. What appears to be simple content is, in fact, a manifestation of the organization’s ability to directly interpret and internalize external dynamics.
Organizations often focus too much on formal systems: structures, performance indicators, procedures, and strategic plans. Yet, true strength often lies in informal systems: casual conversations, internal humor like memes, collective symbols, and narratives that develop uncontrollably. In other words, what has long been viewed as frivolous, such as memes, humor, or casual conversations, often reveals the most honest insights into the state of an organization.
The NCT fandom operates entirely within this realm. It lacks a formal structure but possesses a strong identity marked by the color neon green, a shared language its members understand, and proven mechanisms for virality. Apple implicitly acknowledges that such informal systems possess an influence that should not be underestimated.
In organizations in general, similar phenomena often emerge in various forms: internal jokes that reflect workplace realities, unofficial narratives about leadership, or collective perceptions of ongoing changes. Unfortunately, many organizations never truly pay attention to these signals.
Listening as a Strategic Competency
Apple demonstrates three layers of listening ability in this case. The first layer is surface listening, which involves observing emerging trends and conversations. The second layer is contextual listening, which entails fully understanding the meaning behind these trends; colors, songs, fan identities. The third layer is responsive listening, which translates that understanding into relevant actions.
Most organizations stop at the first stage. They know “what’s trending,” but don’t understand “why it matters.” Yet it is this contextual understanding that distinguishes meaningful responses from mere reactive measures.
Don’t Forget the Risks
An approach like this is certainly not risk-free. Immersing oneself in a community’s culture means the organization must deeply understand the context, avoid appearing opportunistic, and maintain a balance between adaptation and its own brand identity. A small mistake can trigger a massive backlash, especially within highly engaged communities like K-pop fandoms.
In an organizational context, this is roughly equivalent to using employees’ language without understanding its meaning, adopting cultural symbols without sensitivity, or “borrowing” narratives without sufficient legitimacy. The result is often not engagement, but resistance from a community that feels manipulated and exploited.
Organizations that are able to survive and thrive are not those that are the most adept at controlling the message, but rather those that are most attuned to the signals emerging from their surroundings. In an increasingly connected and participatory world, the direction is not always determined by who speaks the loudest, but by who is best able to hear what has not yet been explicitly said. And often, as in this case, that direction already exists, encapsulated in a simple meme, waiting to be recognized.
