Project description: Brandrenew was tasked to develop and visualise an internal Culture Change for a division of MMI called ISCoE. The campaign aimed to revolutionise the MMI ISCoE culture and cement loyalty/staff productively on a large and lasting scale.

MMI ISCoE staff were not only mobilised to get on-board but to start living and breathing the new culture in all aspects of their daily lives. Our aim was to deliver the extensive but simple on-board campaign into the staff’s daily touch points. And at each touch point, to reinforce the vision messaging.

This internal Culture Change rolled out in 5 stages:
1. The Flight Plan (Creating and launching the culture)
A name, set of graphics, imagery and aviation language was developed, based on a 1970’s fighter jet called the SR7-1 Blackbird. The success of this aircraft was mostly due to speed and functionality which was the reason it worked well as a MMI ISCoE analogy. OBSR7-1 was launch to staff in a hangar style venue which added to the excitement around the theme.

2. The Blueprint (Creating structure)
Various business groups were assigned aviation functions aligning to their capabilities. The idea being that the sum is greater than the whole.

3. The Hangar (Building an environment)
Once launched OBSR7-1 was brought to life in everyday staff environments, making it an experience rather than just an abstract theme. The pause area was transformed into the hub of the new culture, inviting collaboration, discussion and thought, not to mention a great cup of coffee.

4. Take Off (Getting the new culture off the ground)
After the Hangar was completed, the new visual and spoken language was rolled out across all internal communications. Staff started using the coded aviation phrases in their everyday interaction with each other, helping to build a tight-knit, loyal community within the greater MMI.

5. Mach3 (Saluting performance)
Because every successful business starts with inspired employees, a multi layered recognition programme was developed. Mach3 (or M3 for short) was tiered to allow individual strengths to be recognised:
WINGMAN: Recognising exceptional team effort
MAVERICK: Recognising exceptional MMI values
TOP GUN: Recognising excellence and out-performance