Peter J Thomson

Fifty coffees

Each time I make a significant change in my life I have coffee with fifty people to get their views on what I’m up to. If you’re raising investment for a startup, changing careers or moving to a new city then you owe it to yourself to have coffee with fifty people before you make the jump.

50 coffee meetings — 50 people are a lot to ask for advice on a particular issue. For a big enough idea, it’s worth it.

Setting the goal of having coffee with fifty people forces you to be clear about what it is that you’re up to. Making the goal public (one person at a time) also makes it much stronger. Having fifty coffees is good because then you have to commit to the specific move that you want to make and tell other people about. You’ll also get input from smart and interesting people to help you make a better decision.

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Minimum Viable Brand with Wolff Olins

According to Wolff Olins, a brand exists in the overlap between commerce, culture and technology. The purpose of a minimum viable brand is to engage people without overcomplicating things. This morning we had a chance to hear from Ije Nwokorie and Melissa Andrada of Wolff Olins at the Google Startup Campus, in a talk organised by General Assembly. Ije and Melissa work with some of the biggest brands in the world so it was a little weird to hear them adopting the tools and mindset of a small startup. But the fit was perfect and the lessons were really practical.

General Assembly organised the talk by Wolff Olins at the Google Startup Campus.

To me, lean branding is an ongoing process that dovetails well with the Growth Hacking trend in Silicon Valley (identified by Patrick Vlaskovits and friends). The ‘Lean Startup’ movement has already influenced how small companies do their marketing, but it’s now starting to influence how bigger companies think about branding. The manifesto of lean is speed, agility, experimentation and iterative improvements. All of which are useful when rethinking any company’s brand (big or small).

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Innovation Warehouse 10: Customer Personas

Customer personas and archetypes are usually vapid and prosaic lists of generic attributes. “What car does your ideal customer drive?” is a hackneyed favourite of marketing consultants everywhere. I prefer to work with a “customer narrative” that forces me (and the client) to really think from the customer’s perspective. We can’t have meaningful empathy for an anonymous customer persona. But we can feel the pain of the lead character in a well-told customer story.

Customer narrative — The ideal customer for the Innovation Warehouse is a hard-working and intelligent entrepreneur with a team of 3-5 people. The best way to understand them is to understand their story.

An end-user narrative is a semi-fictional story of an idealised customer. The point of the story is to create a shared understanding across the design team of the audience’s emotions, behaviours and motivations. As in any good story, the moments of tension and friction are the most interesting.

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Innovation Warehouse 9: Design System

After several rounds of review, we’ve completed the design system for the Innovation Warehouse. The new design is based on the insight that starting a business is one of the most intense things that any person can do. An entrepreneur is looking for both the freedom to do their own thing and the support of having a peer group.

Peter Drucker Quote The best way to predict the future — The new Innovation Warehouse design system includes a new wordmark, visual system and typography.

We’ve created a design system that reflects the brand values, product architecture and company aspirations of the Innovation Warehouse. It’s also focused on the end-user journey and prioritised according to the business model. One of the main project goals was to help launch the new angel investing and startup accelerator offerings.

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Innovation Warehouse 8: Design Process

Creating a new brand identity can be a chaotic experience. Having a robust design process makes it easier to keep moving when the going gets tough.

The design process allows an entire team to work together coherently.

Some clients are easy to create a brand for because they already know who they want to target and what they want to say. But most clients have a surprisingly high degree of uncertainty about their strategy, messaging and design. We use lean branding to iterate and improve the brand as we go, but we still need a critical path design process to help us stay focused.

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Innovation Warehouse 7: Brand Personality

Brand personality is the link between the internal brand architecture and the external brand expression. The main step in creating a coherent brand personality is to identify the team’s shared sayings and catch-phrases. These statements of conviction aren’t taglines and aren’t necessarily things that you would communicate externally.

The Brand Personality is a translation tool between internal Brand Strategy and external Communications.

Some of the sayings will provide visual cues for the graphic design process. Some of the sayings will inform the key messages for PR and web copywriting. As a whole, the saying capture a multi-faceted personality, mood and voice for the brand. Later on in the project, some of these sayings might be part of the brand manifesto. But for now, they are just a tool to help translate the internal brand values into customer-centered language.

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Innovation Warehouse 6: Brand Architecture

The secret to building a great brand is to find a deep human truth about the end user. A brand architecture provides a structured way to uncover these insights together with the client. If we can find it, the singular customer insight behind the Innovation Warehouse will inform every aspect of the strategy, messaging and design.

Innovation Warehouse Members — We interviewed dozens of members to help define the shared values.

Building a brand architecture isn’t a substitute for the hard work of empathy and creativity. Instead, it’s a rigorous process that helps triangulate the problem space. First, we build a set of brand attributes, then distill the brand values, then we converge on a brand essence. It feels like a process of deduction or corporate archeology. I believe that the best brands are already latent in the existing organisation, they just needs to be coaxed out.

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Innovation Warehouse 5: Design Research

Competitor research is a powerful link between the strategy and design phases of a rebranding project. The design team need to understand the visual landscape in which the new brand will exist. The new brand needs to be sufficiently different from existing brands in the marketplace. Understanding the visual landscape helps both the client and the design team get a feel for the competitive space. The first step in understanding the playing field is design research.

London Startup Accelerators — The new Innovation Warehouse brand needs to reflect a unique point of view.

Our design research for the Innovation Warehouse is intended to make sure that the final brand designs are sufficiently different from the competitors to be memorable and interesting for the audience. We’ve made our research documents available for download as part of the open-source case study approach that the Innovation Warehouse are taking to the rebranding project. Continue reading Innovation Warehouse 5: Design Research