Oliver Wyman's Lippincott helps Bain Capital redesign its brand

27 September 2018 Consultancy.uk

Oliver Wyman subsidiary Lippincott has helped Bain Capital to design its brand strategy. Lippincott helped Bain Capital to map out the dimensions of its company, uniting independent business units behind a single brand.

Creative consultancy Lippincott specialises in brand and innovation advisory work. Having been founded in 1943, the firm has shaped some of the global capitalism’s most recognisable brands, from Coca-Cola and Samsung to Starbucks and Delta. The firm’s capabilities are designed to help companies face the future and capitalise on the unprecedented growth opportunities which the disruptive forces of the modern digital market provides. Lippincott is a part of leading management consultancy Oliver Wyman, a collaboration which the company says allows it to draw on deep industry knowledge and specialised expertise to drive enduring impact for its clients.

Most recently, this intended impact was directed at one of the world's leading multi-asset alternative investment firms, Bain Capital. Since its founding by William Bain Junior in 1984, Bain Capital has applied a combination of insight and experience to build one of the world’s leading private multi-asset investment firms. Gradually, this tactic has organically expanded to include numerous asset classes while also establishing a significant global presence.

Oliver Wyman's Lippincott helps Bain Capital redesign its brand

Despite its progress, however, Bain Capital’s leadership had become acutely aware they needed to define a formal brand strategy, particularly as it picked up various targeted acquisitions along the way. This would help to articulate the values at the core of the firm’s success, as well as uniting its businesses behind a single ‘story’. As a result of this desire, Bain Capital partnered with creative consultancy Lippincott. A combined team subsequently mapped out objectives and challenges, with an initial three-month architecture and positioning project rapidly transforming into an 18-month collaboration that touched every dimension of the brand.

Brand unity

The Lippincott team collaborated with Bain Capital to ultimately launch a refreshed parent brand. Research with Bain Capital’s employees, external partners and investors had already revealed a clear and consistent belief that what made Bain Capital unique, regardless of business, geography or tenure, was its culture, or the way the organisation thinks, works and treats people. The insight yielded a low-hanging fruit for the change project, as Bain Capital’s brand was already embedded throughout the organisation, while it had never been fully expressed.

The Bain Capital team subsequently worked with Lippincott to unite the firm’s businesses through a shared symbol. In combination with a new brand architecture, logo, visual system and guidance, Lippincott helped bring to life a Bain Capital brand that expresses the firm’s stellar reputation and supports its continuing efforts always to create a lasting impact. At the same time, Lippincott also worked with the Bain Capital team to create a complete activation plan, culminating in a firm-wide Town Hall to launch the brand, and maximise engagement and investment in that new, more pronounced, identity. The collaboration yielded the creation of a refreshed parent brand, which also holds the flexibility to address individual audiences, capabilities and the unique characteristics of each Bain Capital business.

A statement on Lippincott’s website celebrating the project said, “Collaborating with internal teams, we created a new identity to unite the businesses through an ownable, shared symbol. Its connected forms speak to how Bain Capital pulls together the right people and pieces to make an impact. The forward-facing beam illuminates the way forward. Its colors celebrate the brand’s heritage, with a modernized blue and distinctive red that pay homage to the firm’s history. The new visual system integrates elements of the symbol to create a distinctive Bain Capital expression across print and digital channels.”

Related: Oliver Wyman completes acquisition of design thinking consultancy 8works.

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How data insights helped Network Rail improve the South-East route

11 April 2019 Consultancy.uk

Amey Consulting has leveraged data insights to assist Network Rail with the improvement of its South-Eastern route. Using the Quartz tool, which monitors train movement, Network Rail will now be able to commit to data-enabled interventions to quickly improve underperforming train stations.

With rail services in the UK coming under strain from the demands of modern commuter life, while the infrastructure and service delivery of the nation’s railways has come in for sustained criticism in recent years, a period of regeneration is on the cards at last. Network Rail is the owner and infrastructure manager of most of the railway network in Great Britain, and has subsequently tapped the consulting industry on a regular basis to help find areas of improvement.

The group recently drafted in consultancy BearingPoint to conduct a thorough organisational evaluation and advise Network Rail (High Speed) on attaining a ‘fit for purpose’ organisational standard – for which the consultancy was nominated at the 2019 MCA Awards. Meanwhile, ArupArcadis and Aecom have been contracted to help Colas Rail and Babcock Rail implement a decade-long framework for Network Rail, aimed at supporting the delivery of the next generation of rail systems, with the contracts said to be worth as much as £5 billion

How data insights helped Network Rail improve the South-East route

As Network Rail further aims to improve its performance and customer service offering, another area it has sought help from the consulting sector for is its South-East route. The network of railways connects London with the southern parts of the country, as well as with Europe, making it the busiest in the country, with more than 500 million passenger journeys per year. This crucial expanse of rail was plagued with small minute delays, which were impacting millions of passengers every day, while reducing the efficiency and capacity of the overall network – something Amey Consulting was selected to help solve.

Amey Consulting soon determined that with the sub-threshold delays to services only lasting for 1 or 2 minutes, most were not the subject of detailed root cause analysis, and this made their corrections almost impossible – with dire consequences. Without addressing these delays, passenger satisfaction would fall, while the capacity and efficiency of the network would be reduced, stinging the income of Network Rail even before a host of delay-related fines would hit the company.

In order to help the client gain a better understanding of where, how, when and what these small delays occur, Amey Consulting looked to demonstrate the value of data-led consulting, with a significant reduction in delays within the first month of rolling out changes to key stations. The consultants embedded themselves in Network Rail’s team, helping them learn the key skills needed to support and apply data-driven solutions.

Agile transport

This involved the deployment of the Quartz tool. The system utilises to-the-second train movement data to present the performance of individual stations across the South-East route. It allows users to effortlessly understand station performance with a high level of detail, and use this information to identify losses caused by small-minute delays. The granular data allows for targeted actions to drive efficiency savings and performance improvements. More importantly, it allows users to understand the impact of small process changes on performance. 

Steve Dyke, an Executive Partner at Amey Consulting, said of the project, “We looked to identify the physical root cause on the infrastructure, building a case for change then managing that project implementation and tracking the benefit/value.  In doing so we are working to define a data performance improvement service to the operational and infrastructure owners.”

Just as important for the project as the technology, however, was teaching the Network Rail team how to leverage it after the consultants were gone. The Amey Consulting team worked to develop an agile working culture within Network Rail’s South-East division, helping staff to be confident in using data to improve the journeys of millions of people per year by attacking the problem from the ground up.

Dyke concluded, “This is less about the tools and about the approach to managing performance.  It meant using by-the-second analysis, data science, and then agile development to visualise and identify areas where improvements can be made.  We then worked with NR to change the way they approached the management of the infrastructure changes.  So rather than pass the information down the value chain, any of which could have been missed, we managed the change end-to-end.”

The project was so successful that Amey Consulting was also among those honoured at the recent MCA Awards. The firm scooped the Performance Improvement in the Public Sector prize for its work with Network Rail, at the 2019 ceremony in London.