From the onset, we involved the internal stakeholders, meaning the design team and the brand managers, in order to create a strategy that resonates with Fazer internal key stakeholders.
To paint a full picture of the accurate form and function of the guidelines, we organised internal think-tanks and prototyping sessions. We also set out to find out what types of tools and processes we could produce to help people adopt the strategy and principles in their work.
Identifying the shared challenges of the brand managers and the design team in managing design work with internal and external stakeholders was crucial. We also needed to create a model and tools for meaningful cooperation between the design team and the brand managers. Moreover, produce concrete guidelines and principles to find synergies, to build the design heritage and to find practises that support meaningful renewal.
The new design strategy consisted of two parts. First, we prepared collaboratively with the Fazer team the foundation with six design principles. Second, we formed a design toolkit with processes, tools, templates and ways of working to operationalize the strategy and principles.
The design toolkit helps the design team and the brand managers in their everyday work and communication by putting the Fazer design principles into practice. It includes tools, templates and guidelines to different phases of the design process. For instance, how to brief design projects to external agencies and ways to develop the design process.
The toolkit enables better discussion and sharing of ideas with a shared language. It also contains tools for prioritizing future efforts and measuring performance of the design activities.
The Fazer brand strategy and brand assets set the foundation for the development of the design principles. These principles help to concretize the company-level strategy by supporting the development of impactful packaging and internal design competence.
Creating new ownable assets