London’s transport systems regularly top league tables for the safest, cleanest and most efficient transport network in the world.
Unsurprisingly, TfL face more pressure than ever to justify the investment and backing of stakeholders and public alike. As a result, they recently identified the need to redefine their brand purpose to their employees – to provide a great service to the public – and asked blue goose to create a joined-up communication campaign.
An identity 'fit-for-purpose'
However, to effectively communicate TfL's brand purpose they'd need a brand and identity that worked on the inside, not just the outside, of the business. So our first task was to create a new identity and guidelines for TfL's internal communication landscape which were 'fit for purpose'.
There are specific challenges relating to internal identities: they need to be distinct yet reflect the external brand, but not be restricted by it; critically, they must have the flexibility, width and depth to carry a wide range of messages and support different tones of voice. All without becoming tired and predictable.
Handled with care
TfL also presented a heightened challenge because their external brand is one of the most recognisable in the world. Senior stakeholders were rightly cautious about the impact of any changes so a rigourous process of consultation and approval ensured that the implications were thoroughly thought-through.
The result is an identity built around TfL ‘team’ characters – representing a diverse workforce and the breadth of the work undertaken – who 'host' and 'sell' the messages rather than ‘tell’ the message. Bespoke ‘icons’ allow less reliance on photography and we built in more scope for visual interest in typography. Critically, it succeeds as an expression of their ‘personality’.
The work has been well received in the business. Employees recognise its association with external brand but also the crucial differences that make it instantly recognisable as the internal identity. Crucially, it has provided an excellent platform for key change communications and supported the drive for greater customer-centricity.