Two design and brand teams from two newly merged government departments. Two very different cultures. It was Integrity’s challenge to bring these cultures together and re-organise the teams into one focused group with clear roles and responsibilities.
We interviewed 34 design and brand managers, mapping out how things currently worked. Then we identified good practices and presented a range of recommendations. Viewing HMRC’s design resource as an in-house agency enabled us to introduce a more commercial approach to design project management.
In many ways, we were enabling them to do what Integrity does! Our core business is to deliver consistency and clarity at every point that customers and brands interact – and HMRC wanted an internal resource with the capability of delivering exactly this.
At the time Integrity were brought in, many of the HMRC brand and design management team’s internal clients were choosing to outsource design work to external agencies. HMRC wanted to make best use of the talent it held in-house before truning to agencies for support.
A matter of understanding
First, Integrity interviewed internal clients, to understand their decision making processes and ensure they were aware of the talent that was available to them. And in terms of the newly merged Brand Team, we assigned brand managers to particular business areas so that they could develop relationships with their ‘clients’ that would last and grow over time.
The result is a much more coherent structure, where internal clients are much more likely to turn to the in-house design and brand teams for their services.
Industry or sector
Public sector
Country
UK
Challenge
Merging two design teams
Services
Brand engagement
Links
HMRC
Downloads
Employee engagement factsheet.