Brand Identity and Employee Engagement as a Unifying Element and Change Management Tool


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Strategy Director, Matt Huss presents at the 2011 A.L.I. Employee Engagement Conference

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Brand Identity and Employee Engagement as a Unifying Element and Change Management Tool

  1. 1. 1<br />Brand Identity and Employee Engagement as a Unifying Element and Change Management Tool<br />The United States Mint<br />Michael Stojsavljevich<br />Former Chief Strategy Officer <br />United States Mint<br />2007-2011<br />Matthew Huss<br />Strategy Director<br />Seigel+Gale<br />
  2. 2. 2<br />The United States Mint<br /><ul><li>A government agency and an integral component of the Treasury Department:
  3. 3. Self-sustaining
  4. 4. Returns positive seigniorage (profit) annually to Treasury
  5. 5. Nearly $4 billion in revenue in FY2010
  6. 6. over $400 million in seignioragein FY2010
  7. 7. Main products are coins;
  8. 8. Circulating
  9. 9. Gold
  10. 10. Silver
  11. 11. Commemorative</li></li></ul><li>3<br />The United States Mint <br />Pre-brand identity exploration state:<br /><ul><li>Aging brand profile, unclear brand and product positioning was disengaging employees and visible in several areas:
  12. 12. Mission and operating focus was changing, straining the brand promise
  13. 13. Brand architecture was meeting several demands and becoming fragmented
  14. 14. A workforce reduction plan had employees concerned about transparency and employment
  15. 15. A brand voice was not present</li></li></ul><li>4<br />The United States Mint<br />Pre-Brand Initiative<br />
  16. 16. 5<br />The United States Mint<br />Pre-Brand Initiative Fragmentation<br /><ul><li>Each logo was being treated with the same importance and visually all the logos seem to exist on the same level
  17. 17. Various logos appeared to be a stand-alone identity</li></ul>Opportunity: create a rational visual architecture and signature system<br />
  18. 18. June 7, 2010<br />Becoming a team and playing together was critical to becoming a world-class organization <br />Copyright © 2010 United States Mint, Department of the Treasury<br />p6<br />
  19. 19. 7<br />What We Did:<br />Engage Employees First<br /><ul><li>Step 1: Establish one brand promise that was authentic and reflected employees perspectives
  20. 20. Step 2: Let a brand voice come through that reflected the history and pride employees felt and carried with them throughout their work day while producing these products.
  21. 21. Step 3: Outline values that guide behavior, build trust and foster a team spirit
  22. 22. Step 4: Create a visual architecture that reflects the brand promise, values and voice but was also a unifying force that had buy in from employees and created a team spirit.
  23. 23. A team must like its uniform and help design it!</li></li></ul><li>8<br />How We Did It:<br /><ul><li>Make it an inclusive and transparent process
  24. 24. Solicit employee input into the creative design process
  25. 25. (A first for most employees, but symbolic of positive change)
  26. 26. Gather public input into the final design component
  27. 27. Worked with our agency as an equal thought partner and leverage their creative talents
  28. 28. Rare for government agencies and vendors!</li></li></ul><li>9<br />United States Mint <br />Promise<br />Connecting America through Coins<br />Voice<br />Warm<br />Engaging<br />Clear<br />Confident<br />
  29. 29. 10<br />The United States Mint<br />The Design Process Steps:<br />A Creative Exploration on “How We Look”<br />Step 1: Creating a Visual Architecture by Encouraging Creative License at the Agency<br />Step 2: Funneling down to a Mint management perspective<br />Step 3: Employee engagement<br />Step 4: Public comment<br />Step 5: Final<br />
  30. 30. 11<br />Creative developmentCoin flip<br />
  31. 31. 12<br />Creative developmentCoin flip<br />
  32. 32. 13<br />Creative developmentThe people’s Mint<br />
  33. 33. 14<br />Creative developmentThe people’s Mint<br />
  34. 34. 15<br />Creative developmentSymbol of excellence<br />
  35. 35. 16<br />Creative developmentSymbol of excellence<br />
  36. 36. 17<br />Client presentation 1<br />
  37. 37. 18<br />The United States Mint<br />“Funneling down to the Mint Zone by thinking of the promise and the voice, which is warm, clear, confident and engaging”<br />
  38. 38. Coin flip<br />
  39. 39. Coin flip<br />
  40. 40. 21<br />The aura that unites us<br />
  41. 41. 22<br />The aura that unites us<br />
  42. 42. 23<br />Seal of authenticity<br />
  43. 43. 24<br />Seal of authenticity<br />
  44. 44. 25<br />Presentation<br />
  45. 45. 26<br />The United States Mint<br />Engaging dialogue and opinions from US Mint employees distilled our creative efforts even further<br />
  46. 46. 27<br />Design refinements<br />
  47. 47. 28<br />The United States Mint<br />Finally, the Coin Flip was modified based on public commentary to ensure all internal and external stakeholders had their say and we had a fully transparent process<br />
  48. 48. Innovation<br />
  49. 49. June 7, 2010<br />Copyright © 2010 United States Mint, Department of the Treasury<br />30<br />
  50. 50. 31<br />The United States Mint<br />Final Coin Flip Results:<br />1.) Engagement and transparency created team spirit that led to easy implementation<br />2.) Internally, this engagement process improved performance and internal engagement measures, but also became the foundation for achieving results in several other management initiatives<br />3.) Externally, the United States Mint was named 2011 Rebrand “Best of Award” Winner<br />A rare achievement for a government agency but nonetheless a function of engagement<br />