New processes and disciplines helped the client teams to work with greater confidence and efficiency towards common goals.
With in-house roles more clearly defined, we then went on to develop a bespoke project management process which clearly categorised projects and improved the quality of briefing, and reliability of delivery.
A new reporting structures designed to speed up delivery, devolved more authority and responsibility to a wider group of Brand Managers.
We also put in place a ‘design surgery’. This gave everyone a forum in which they could learn from each other and share success. It also enabled senior managers to mentor designers, rather than simply providing an approval process which had, in the past, proved to be a bottle-neck for design work.
Adapting to the brief
Integrity understood their processes quickly because of our special awareness of brand and design management. Our people-centric approach enabled us to empathise with the client teams. In short, our understanding of exactly how to manage and deliver design and brand-based projects provided the depth of knowledge needed to ensure.
Industry or sector
Public sector
Country
UK
Challenge
Business process-reengineering
Services
Brand engagement
Links
HMRC
Downloads
Employee engagement factsheet.