Aligning a professional services portfolio for global growth
The Situation

In only five years, North Highland had evolved from a $50m regional consultancy to a $300m global professional services enterprise. Much of its growth had come about organically; some was the result of acquisition. Having spun off one of its ventures, entered two new markets and now poised to launch a new business, the firm wanted to establish an architecture model that would optimize relationships among its various entities and provide a roadmap for future decision making.

 
The Solution

BrandCulture worked with North Highland to reexamine and refine its positioning and used that newly crystallized platform as the foundation to create an architecture that brought the appropriate entities under the core corporate brand while defining the right brand relationships with those businesses that needed greater independence in the marketplace. We developed a brand architecture guidebook to encourage employees evaluating new business opportunities to consider brand implications early and strategically. We also created a brand architecture decision tree that uses a simple Q&A format and clear business criteria to help employees determine exactly where in the brand architecture a new venture or acquisition should fit.