Identity and core values
Design as a mirror of the (identity of the) organization and as a catalyst for change. Central to our vision of corporate design are the core values, deeply rooted beliefs about how the organization sees itself and what it stands for. A vision that has been the foundation of our design approach since our inception in 1992. Since then, we have helped a large number of clients rediscover or re-evaluate their core values. A search for the soul of the company, which takes the entire organization with it and sets it in motion.
This, in brief, is our vision of corporate design. In a few sentences we outline the essence of corporate design and our approach. So commonplace for us by now that we have almost forgotten how many discussions preceded this. About how identity and core values relate to each other, and whether core values and essence (core, spirit, soul) are the same thing? And why do we really only use core values as a starting point and not also the drives and ambitions, or the culture and traits, or any other aspects of identity? One of the most intriguing questions has always been: are core values immutable or can we replace them with other core values? In our vision, we talk about "rediscovering and/or revaluing. That implies immutability. But the vision also talks about design as a catalyst for change. In other words, when we design a new or updated logo or corporate identity, does it still reflect the same organization? And if so, what does a new or updated design change? The profile, image, internal culture, direction or position, policy or strategy? To answer these questions, below we will first describe our vision in a bit more detail while defining the conceptual framework more precisely.
When creating a new corporate identity, as well as when it is changed, adapted and/or renewed (we will come to the why later), we take the corporate identity and future positioning as our starting points. By the way, in the vision statement we explicitly mention the core values, mentioned in the last sentence soul. So there is a connection between these 3 concepts, because they are not each other's synonyms. But what is that connection? We can best explain it using the Identity Matrix we developed.
Heading #3 | ||
|---|---|---|
Personality | Core values, psyche/soul | Simple content |
Motivation | Beliefs, drives, ambitions | |
Self-image | Sense/meaning |
Identity Matrix
Legend: The pink and blue colored concepts refer to the inner component of the organization's personality. The orange concepts are influenced or driven by the pink and blue qualities. The gray texts refer to the hard, physical, outer characteristics of the organization.
Identity more than core values
In the identity matrix, identity in the sense of person or personality is characterized by (on average 3 to 5) core values, which together -according to our definition- form the essence or soul of the organization. Drives and ambitions are often mentioned in the same breath as the core values. Terms that together with the core values form the central ideas of the organization. In addition, the language or tone of voice of the organization is also considered. This also gives the organization a writing and speaking style which, together with presentation and behavior, form the communication style. Incidentally, this is the part that is not done by us as a design agency, but by a communications agency. TD Cascade works with established partners for this purpose. But this does not make the corporate identity complete. Because the organizational culture and structure, knowledge (expertise) and skills (technology), as well as the services or core activity of the organization also contribute to it. And further, all physical things, such as buildings and interiors, signage, vehicle fleet, clothing and merchandise, to name the most common.
All these things together make up the identity of a company or organization. Which therefore encompasses more than just personality or core values. How the various identity characteristics relate to each other is clear from the identity matrix. But this does not yet make clear why only the core values are used as the starting point or basis for corporate design. To that end, let us first consider the concepts of profile and positioning in more detail.
Positioning the view from outside
Trademark and corporate identity give the organization a face, also called visual identity or profile. This profile is used to position the organization, that is, give it a place in the market. This refers to the place the organization occupies in the consumer's mind compared to the competition. Important here are the differences, especially the differences in values, drives and ambitions, expressed in the different missions and visions. What does one organization stand for and where does the other? So positioning is actually sort of double-up with the characterizations used to analyze identity. Where identity is the look from the inside and positioning is the look from the outside. But especially the search for the differences makes the use of positioning as a starting point for designing visual identity especially valuable. Because by naming what or who an organization is not, it becomes clearer what or who it is.
The self-image as a guide
Core values and motivation make up the organization's thought process. The self-image is primarily a reflection on it: what does this mean for ourselves, our goals and environment? Culture and communication sit between inside and outside, and are both organization-specific ways of expressing and manifesting oneself. Organization-specific means that they cannot simply be changed. They are largely determined by the underlying values, beliefs, motives and ambitions. And by the self-image. Capacity, supply and presentation have obviously been a choice, in which the organization's thinking and self-image have played an important role. At the same time, once these things are in place, they become part of the organization's identity and thus also co-determine its image. They may even become part of the core of the identity, just as, for example, Philips always put the technology of the light bulb at the center, and later used technology as a mission statement in their campaign slogans : "Lets make things better", "Sense and simplicity" and "Innovation and you".
The match between idea and need
But how does an identity emerge? Obviously not all at once at creation. Usually it starts with a certain idea and/or know-how. The next step is capital and additional expertise, more people and machines, and nowadays especially computers or software. The idea often includes a certain scope and corresponding target group in the form of a constituency or sales market. Because without a potentially interested buyer or user group, starting a business or organization is, of course, pointless. That target group, by the way, has another important function. By who they are and by making some sort of assessment of their needs, the founders of the company or organization form a picture of the what and how of the offering-in-formation. By the way, without already doing market research here, because at this stage almost everything is still intuitive.
Intuition as a counselor
So it was immediately clear to the founder of what eventually became NIKE, himself a not-so-successful "runner" on a college team, that he wanted to start selling running shoes to his teammates and athletes from other universities. The shoe he had in mind had to last longer than a single race as well as be affordable. That was in 1962. Only 9 years later, a student friend of his designed the Swoosh logo based on one word in the brief 'movement' (and paid for with a $25 check!). That same year, the name NIKE, Greek goddess of victory, was also coined "in haste" by one of the salesmen. The founder wanted an animal name, but a new shoe was going into production and the factory couldn't wait any longer. And so the team opted for the name NIKE. And so the name and logo more or less naturally emerged from association with the two core values of the brand and its target audience: (fast forward) movement and winning.
Identity and growth process
In short, a business or organization starts somewhere, takes shape, size, interpretation and meaning. What comes first and what comes later, what is essential and what is secondary, are usually not immediately clear, but at some point there is a company, an organization with one or more founders, a history, a building, a product, service or other offering, a buyer group, competitors, and also a name. And somewhere along the way, the need arises for structure, organization of processes, targeted marketing and promotion, and control over the future. The realization grows that central to all this is the company or organization itself, who and what are we (of course we think from ourselves, the people who must make the company survive), what does our company, our organization stand for, who and what do we want to achieve, with what and when? In other words: who, what, where to go? With the goal of building a lasting relationship with a certain group of people, the buyers or users of the offer.
Emotion and self-expression
With the exception of consumer products, marketing has long ceased to be about the functionality of the product or offering, but about the emotion and self-expression or self-actualization of the customer/customer. These are not inherent in the product or service, but are created using the company or organization as the source. Offer and provider are integrated, so to speak. Locked into the offer are the desired emotion and expression of self-expression or self-realization . In other words, the offer is the manifestation of the identity of the provider, with the goal that provider and offer become personally recognizable to the customer/customer.
It begins and ends with core values
If we look again at the identity matrix, we see that one should then be able to recognize oneself primarily in the core values, the most personal, unique ideas of the organization. Of course, one will also agree with the motivations and ambitions, as laid down in the mission and vision, and one will also agree with the behavior and policies of the organization. But ultimately these are all derivatives of the core values, the personal beliefs with which the founders developed their original idea into a company or organization and which served as a guide for all their subsequent choices (and those of their successors). For example, Philips' core belief from the beginning has been a "make my world easier/better/comfortable" one, centered around electricity and technology. Hence, Philips even created its own physics laboratory. After all, it was primarily about the ideas and products, not the form or emotion. With the somewhat wry result that Philips also never became strong in marketing, because sales and revenue were not the drivers or ambitions of Philips engineers. Looking at our other example NIKE, the famous slogan Just do It summarizes in exactly these three words how NIKE came to be and what it has become. Just read founder Phil Knight's book Shoe Dog . The swoosh, the name NIKE, the slogan Just Do It and even the title of the book Shoe Dog summarize the essence and thus the core value(s) of NIKE and its target group. Because even as a (top) athlete, you get moving, just do it, and go for the win. Do and dare!
Core values are unwavering
What a company or organization ultimately becomes has to do with an idea and conviction. Animated by this idea with conviction as its guide or compass, the company or organization grows (motives and goals) and is inspired (ambitions), finds meaning (self-image) and creates a framework for doings (policies), actions and behaviors (culture). And so everything is interrelated. And by now it should also be clear why core values form the basis for corporate design. And therefore unshakeable! Because if you take away the core, the foundation under the house falls away. And you will have to start building again. From a new idea and/or a different motivation.
The need for change
But what about the questions about design as a catalyst for change, adaptation and innovation? What changes and does identity also change when design changes? There are various reasons to ask for a new or adapted design, such as a merger or acquisition, a reorganization, change of policy or strategy, need for a different culture, restoration of an outdated or damaged image, a new target group and/or a new market position, but in our experience it never concerns the essence of the organization. Not even in a merger or acquisition, because even then the essence of one or both partners remains intact. That is why our vision also speaks of rediscovering and/or revaluing the core values, and not of searching for new values. However, it does happen that the essence has to be described anew in a new and different light and that other core values that were not previously explicitly named, but do belong to the essence, are (re)discovered. A good example of this is the KNZB (see the case). In order to attract not only competitive swimmers but also recreational swimmers who do not swim in clubs, the KNZB had to become less administrative and more entrepreneurial. But its essence remained: being an umbrella body for the promotion of swimming in our country.
But if the essence doesn't change, what does change without affecting the core? And what about design as a mirror of the organization, when a new design replaces the old? Does the identity change as well? Here we can be brief. First, everything is allowed to change, if the situation demands it. The world, society and the market are constantly changing, and companies and organizations have to adapt. Sometimes they change their name and logo, like years ago the Dutch Heidemij changed its name to Arcadis and chose a salamander as its new logo, in order to get a better grip on their markets outside the Netherlands. And sometimes an organization gets a whole new look, like the Dutch Hunters Association, because the old image evoked too much resistance (see the case study). But in both cases, the new name, logo and/or corporate identity reflect the same organization with the same identity and core values, only given a different look after the name change and re-designing.
Visual identity more than corporate identity
We recognize an organization by more than its core values, of course. But the core values do form the common thread and are therefore recognizable in everything else. And similarly, the visual identity is more than just the corporate identity, and includes clothing and behavior of employees (in the case of airlines, even decisive for the image), the architecture of the buildings, the layout of the offices, the marketing, communication and promotional expressions, and, of course, the product and packaging or material items that are part of the service. But just as core values guide the self-image, corporate culture and corporate identity, so the corporate identity guides the design of all physical and/or material items.
There is no single perspective
Identity and visual identity, inside and outside are each other's mirror image and influence each other. The same applies in principle to visual identity and image. In principle, because there is always so-called 'noise' between sender and receiver, partly because sender and receiver each look through their own glasses, but also because of external (f)actors who influence perception and image. If necessary, it is important to adjust the image, but this must be done carefully, that is, the organization must always remain itself and credible. Hiring a design and/or communications agency is no luxury in such a case. The examples on our site have hopefully sufficiently demonstrated this. Entrepreneurship is about moving and changing in time. By keeping its finger on the pulse and renewing its corporate identity and means of communication in good time, the organization remains current and in touch with its environment.
Origins and culture
Finally, a word about core values. Core values, in our definition, are the deepest beliefs about who the organization is and what it stands for. Core values are anchored in the birthplace, origin, national culture, history and faith (or non-belief) of the founders. That nationality and place of existence play an important role becomes clear when we look, for example, at the identity of KLM and Air France or the high-tech companies of Silicon Valley or the difference between Hollywood and Bollywood movies. But ideology and belief can also be decisive factors, think for example of the differences in programming, outward appearance and voice of VARA or VPRO, the first still socialist and a tad moralistic, the other intellectual and challenging. Broadcasters who, by the way, would never catch on in other countries or cultures. They are at their core too Dutch, too free free-spirited and cheeky. These are core values that reflect the essence and for that reason are immutable. They are therefore clearly different values from corporate or instrumental values, which can be adapted and changed, however, if the situation demands it. An important difference that could not go unmentioned when explaining our vision and identity matrix.
The essence of TD Cascadertoe
We have elaborated above on our vision: first know who you are, then show who you are. Searching for the essence, the values or beliefs that give company or organization its unique meaning. In other words, the ideas with which the client writes history and builds the bridge to its target groups and environment. This is the basis for our logo and corporate identity design. Over the years, we have perfected our methodology for translating identity into form, color, typography and image. And the client may, no, must think along and choose. After all, it's about his core, his identity. TD Cascade is there to help discover that core and turn it into recognizable design that gets people moving and makes their company or organization successful - again. That is the core of our thinking. That is the essence of TD Cascade.