First, it was essential to communicate openly about the fact that we were starting the process to make sure the internal rumor mill didn’t get started. Next, we sat down to identify different internal target groups: leadership, sales, brand enthusiasts and the company-wide audience. The evolution process started with workshops led by our partner Mutabor (partner selection was a transparent process of its own, but that is a subject for a blog post all its own), where several participants from global and local leadership teams together defined our positioning, brand personality and a direction for our brand manifesto. All fairly normal elements for this type of process.
Getting the buy-in from the whole organization, Including just the leadership, is, of course, not enough. As far as people’s daily work, one of our key brand assets is our presentation template. We wanted to understand which branded templates are in use and why, and what our consultants need when putting together a proposal, presentation, or pitch. We ran through a series of user interviews with consultants who work closely with clients in accounts. The interviews validated our hypothesis: the materials and assets must be easy to find and use for the brand to be used. These became a couple of the main goals for the whole evolution.
But this still wasn’t enough. We wanted to open the brand evolution process to feedback from all Futuriceans as soon as possible but struggled with how to do it in a way that helps us instead of slowing the work down and weakening the outcome. Some level of visual direction for the brand is needed for the discussion to be worthwhile but what level is enough, but not too far evolved leaving no room for real dialogue? How to be transparent and hear people out without the brand becoming a compromise that feels boring to all audiences?
When we had the brand strategy and story outlined and some visual direction scoped, it was time to open the discussion.