MUMBRELLA PRESENATION

Awe & Intimacy

Culture Shift

Harmony

EXECUTIVES

FINANCE

URBAN PLANNERS

HR

GOVERNMENT

PROPERTY

ITOPERATIONS

ENGINEERS

WASTE WATER

CUSTOMER SERVICE

CUSTOMERS

SOCIAL MEDIA

Brand Anthropology

RITUALS, TRIBES, SYMBOLS

What is a brand?

“We should stop thinking about how to engage customers and staff and instead think about how to relate to people and deepen our relationships with them over time.”

So, why do we need change?

Over the next 20 years, our city will welcome another 1.3 million people. This will require half a million new homes and commercial precincts that support 625,000 jobs.

Our future success depends on something we really haven’t had before...

Real relationshipswith real people

What is the Challenge?

• Humble and passive

• Responsive to issues

• Consumer distant from the brand

• Siloed decisions

• Maintaining water system

• Passionate and confident

• Leading the change

• Holistic / greater good

• Dynamic leader enhancing people’s lives

• Brand clarity & consistency so we can move internally with confidence & conviction

FROM TO

“Safe & Conservative” “Progressive & Dynamic”

THE CORE OBJECTIVEFACILITATE THE SHIFT

Question 1How will Sydney Water staff work together to respond to the increase?

Question 2 What will the 5.3 millions of people expect from Sydney Water?

Key Questions

• Help bring to life a new vision avoiding a vacuous treatment

• Prime people ready for the next chapter

• Greater customer proximity

• Understanding that people have strength to reshape the organisation. But we need to define the WHY. Why people decide to work for Sydney Water and wed that to why Sydney Water exists.

Branding is no longer controlled by the few.

And that’s a fantastic thing because there isa goldmine of insights from staff, customers.

The most successful icons/brands rely on an intimate and credible relationship.

In order to focus on the customer we first need to fix the internal culture.

People expect more from employers. People don’t have to rely on companies like they did in the industrial revolution.

• Can’t change culture or redefine an organisation with a new logo

• Great solutions is a result of collective genius

• Bottom up innovation

• If you want to change behaviour you have to understand it… together!

• Branding was never in the hands of business

• People should be able to come to work as a whole person

1. Avoid silos, which prevent greatness.

2. Work in parallel streams.

3. Transparent management fosters growth.

4. Make creativity a constant in business.

5. Get inspired by the people on your team.

6. Provide self-service, but give service a human touch as well.

7. Think beyond engagement to relationship.

8. Acknowledge the team makes a positive impact.

9. Develop ecosystems and engage in holistic thinking.

10. Get out of the building and UNDERSTAND PEOPLE.

“What you leave behind is not what is engraved in stone monuments, but is woven into the lives of others”

— Pericles

Thank you.

We find revealing patterns and rich threads in how people view their place in the world — so that we can effectively communicate the soul of your brand — understanding what is important, what resonates on an emotional and sensory level — and what has the roots to gain long-term traction to a broader group of people.

Depth of ideas that permeate through an organisation, and is of the organisation.

Trust is an important value. But it is how we perform the values that makes the difference.

Come to work as a whole person and for the organisation to meaningfully acknowledge different people have different backgrounds, rituals, beliefs, values.

Customers don’t think about you!They want you to think about them.That’s the brand’s job.

Need to take a human-centric approach to weaving the brand with people.

Harmony is based on familiarity. Familiarity breeds affection.

• Bill moves from last to first

• Connectedness

• Culture and context

• Meaningful transformation

There are three notable qualities that leading brands share.

1. A compelling idea. Behind every brand is a compelling idea, which captures customers’ attention and loyalty by filling an unmet or unsatisfied need.

2. A resolute core purpose and supporting values. These remain in place even though the business strategy and tactics have to be regularly revised to address and take advantage of the circumstances of a changing, and in the detail often largely unanticipated, world and business environment.

3. A central organisational principle. The brand position, purpose and values are employed as management levers to guide decision-making.

This becomes so ingrained in leading organisations that they consciously ask themselves, “How will this decision impact upon the brand?” or “Is this on-brand?” Once the enterprise understands what the brand is all about, it gives direction to the whole enterprise. You know what products you’re supposed to make and not make. You know how you’re supposed to anSydney Waterer your telephone. You know how you’re going to package things. It gives a set of principles to an entire enterprise.

What great brands share.

• Create places for people – places that are well used and well loved, safe, comfortable, varied and attractive, and are clear about the extent of the public and private realms.

• Enrich the existing – new development should enrich the qualities of existing places, with distinctive responses that complement its setting, respect the grain of the area and acknowledge local character.

• Make connections – being easy to access, inclusive and permeable, as well as being integrated, physically and visually, with the surroundings.

• Work with landscape – striking a balance between the natural and man made environments, using each site’s intrinsic resources with care

• Mix uses and forms – providing stimulating, enjoyable and convenient places for a variety of demands from a range of users at different times of the day.

• Manage the investment – with an economic heart that will ensure that it is well managed and maintained, which helps secure the vitality and viability of the communities in which they sit and the infrastructure that serves those communities.

• Design for change – flexible enough to respond to future changes in use, lifestyle and demography.