We created lots of off-the-shelf, online design systems: toolkits, guidance, moving content, After Effects files, templates, and all the stationery – letterheads, business cards. The client has key agencies and partner agencies in every country that they operate in, so they needed one place where everyone could get their hands on the assets. We also developed our own online brand centre and design system to host all of the assets. Everyone in the organisation has their own personal login so they can find what they need when they need it, rather than the client struggling to distribute all of that content.
In my opinion, the biggest challenge was the scale and the timeframe of the project. At the beginning we were kick-starting the whole creative, so we were helping the client work out where they could push into creatively. They were running a huge transformation – not only are they releasing a product and rebranding, but they are also carrying out a big change internally, and change is difficult. I think we resolved quite a few unanswered strategic questions, and the identity's done a great job of creating a new start as a signpost for change, making everything feel more positive and upbeat. I think they've got a lot of scope now to bring a lot of richness and human warmth to the brand. That shift from telco to tech is a positive one, they're changing with the times.
For me the success of the design is its striking simplicity, with lots of potential for the future – [the ‘V’ logo is] an instantly recognisable symbol, which the client got behind and wore proudly. It needs to be recognised as symbolic because it's going to operate in languages that don't follow Latin. For us, the interesting thing will be when it launches and goes to market. It's easy for us in Western culture to take a tech product with chat and messaging functionality for granted, but the fact that these guys are going to be operating in newer markets is fascinating.