AlinaWheeler-DesigningBrandIdentity

Process and strategy: In 2002, after its mergerwith Compaq, HP had three organizationalmandates: Introduce a new collaborative culture;change the company from product-driven tobrand driven; and talk to customers in a single,clear voice. Twenty-two international teams wereassembled to examine every customer touchpoint.Over 18 months, HP developed an onlinebrand center with new standards, templates, andbrand tools to facilitate the alignment of productdesign and external communications with thecompany’s revitalized brand values and businessgoals. A curated photo library was also launched.Finally, HP trained 3,000 marketers and 1,000agency professionals in the application of theseelements. Armed with new tools and knowledge,internal and external teams were able to forge asingle voice from two disparate cultures. All thatremained was a method for sustaining andbuilding this success over time.Creative solution: Neutron and HP designed asimple program that creates a “flywheel ofincreasing returns.” Dubbed the Circle Awards, itcombines an internal competition, a recognitionsystem, a global brand audit, and an educationalprogram into one initiative. It works like this: 1)employees execute brand-related projects, whichthey enter into an annual competition; 2) internaland external teams select the winners; 3) thewinners are recognized at a gala awardsceremony at an off-site location; and 4) winningprojects are turned into learning materials that areuploaded to an online brand center.The competition not only provides a frameworkfor recognition, but also serves as an annualbrand audit, allowing visibility into regions, departments,and business units that need additionalhelp. Help can take the form of focused training,educational tours, or regional events that employeducational materials from the competition. Sinceeveryone in the company builds on the success ofthe highest achievers, each year the bar is raised,and each year the culture becomes more collaborative,more creative, and more brand-savvy.Results: In 2007 the program provided crucialcontinuity through a change of leadership, andunder CEO Mark Hurd it serves as a centralmechanism for unifying the brand effort acrossotherwise siloed business units, regions, anddepartments. Entries are collected and judgedonline, and brand training is delivered through anonline brand center. Since the Circle Awardsbegan, HP has grown from 128,000 employees to321,000 employees, which effectively doubles theimportance of the program. HP’s brand valuationgrew 18% between 2004 and 2009.CIRCLE:ConsistencyInnovationRelevanceCollaborationLearningEffectivenessCircle Awards exhibit; winners are also posted on HP’s intranetTrophies are awarded tobest in category. With eachyear the level of design andinnovation has improved,as employees vie for thecoveted glass cube.239