Our Brand DNA work produces a colourful visual model of your organisation's brand essence, values, attributes, personality traits and promise.
But it's more than a pretty picture.
It's a really practical and powerful Brand Audit tool that can be used to review existing activity and future plans to see how 'on-brand’ they actually are.
And this isn't a top-down activity. It's something that front-line staff can do for themselves. Working in what we call 'real teams' – the groups of staff who actually do the job – we compare a current or planned service, practice or product against the achievable aspiration of the Brand DNA model.
This works equally well for audience-facing staff and for back room and administrative staff. So, for starters, the box office staff could look at the ticket-buying process; the finance staff could look at relationships with suppliers; marketing might look at the design and tone of voice of the brochure; and the management could look at the staff recruitment and induction process.
Where they score something a 9 or 10 out of 10 for being on-brand, it's time to celebrate, disseminate and ensure it's maintained. If they give something a 7 or an 8 (not quite on-brand), they need to propose what changes would lift it up to a 9 or a 10. A score of just 5 or 6 might cause a back-to-the-drawing-board re-think. And a score of less than 5 should make you ask why you are doing something.
All of these proposals for service, practice and delivery improvements are collated and put on the management's agenda to respond to and take action on. And, unlike most top-down organisational change, this is all coming from the bottom up.
Over time, each team can look at more and more aspects of the operation until the organisation is doing more and more things that are on-brand, more of the time. This self-audit process, owned by those responsible for delivery is the only way to achieve brand coherence and brand consistency.