[00:00:05–00:00:37]
Good morning. Good morning, everyone, and welcome to this Morgenbooster about brand strategy in a complex world. First, a small introduction. Hello, everybody. My name is Jonas. I work here at 1508 with brand that is both developing brand identities and implementing them. I also work as a transition designer. For the past couple of years, and we'll get a lot more into that.

[00:00:37–00:01:01]
On the practitioner side of transition design. My name is Morten. I act as a COO here at 1508, and I also do a lot of brand strategy. I've worked with brand strategy for approximately 20 years, and I worked together with Jonas for ten years, I guess with brand strategy on numerous projects.

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So we'll begin with one question. So you should all think about this for 30s. If your brand disappeared tomorrow, what would the world lose? I'm not talking about markets here. I'm not talking about logo. I'm talking about what would the world lose? So you can close your eyes or you can just think about it for 30s now.

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Okay. Keep that thought till the end of this session and maybe your answer has changed. So here at 1508 we work with brand strategy. For 26 years we worked on developing purpose and brand values and CV's and so forth. But the last couple of years we opened up questions which doesn't only describe a brand but also ask more questions.

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So we'll dive into that. But just to set up perspective on the question I just asked, the Havas Meaningful Brand report had a large survey last year where they found out that 78% of brands could disappear tomorrow, and consumers would just shrug their shoulders and say, I don't care. And that's a lot. That's a lot of the brands we actually also work with.

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So think about that. Great. Over the coming hours or so, we'll dig into different chapters, as you can see here. So we'll just present the old school agenda. First off, we would like to dwell a little bit on our history with design. And our approach to design will also dig into where the tools stop is also about actually unraveling the brand design tools that we work with.

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Then we'll look into our overall toolbox, the 4D model, plus the design toolbox, and then we'll get more concrete with four cases that we want to present to you today. That somehow highlights how we have applied some of these tools. Obviously, we'll wrap up in the end and return to the question Morten talked about. So before we get started, just a stray thought or something to set the tone.

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Many brands say that they want to change the world. I guess you also have the experience that you are bombarded with products, with brands, with promises about how they will change your world in obviously a better direction. But this doesn't always stand true. It doesn't always. They don't always follow up on their promise. And they don't really tell the story about how that change actually happens.

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It's more just some sort of promise, some sort of vision that you had to buy into. And we're more concerned about what the brand actually does to make it happen. So over the last couple of years, we started asking this in our brand work. So the answer to this is not something that is obvious — we are applying transition design methods to our brand strategy work and explore how a brand can help make change happen.

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So it's not a rhetorical question where we'll get into the answer. It's more this is how we approach it, and now we want to unravel how that actually pans out in reality. Yes. Let's get started with a brief look at our history of brand design. So to understand why we got here, I'm gonna take you down a small trip of the 26 years that 1508 existed and different eras that we've been through where we work with brand strategy and what other strategies actually did in our work with brand strategy.

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So our questions have grown with our practices, meaning that we still use a lot of the same tools, but we kind of stacked new tools on top of each other, and we work with them together. So they kind of intertwine. So we get new questions every time we use these tools. Just a brief look at 1508 today — existed for 26 years.

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Now we are 30 brand builders, strategic digital experts, designers and some others. We work with a lot of brands spanning from very big companies, small companies and the public private sector. So we did a lot of brand strategy where we tried to figure out the core purpose and what they actually wanted to communicate. So I have divided or narrowed it down, I would say, into four overall eras of the 1508 history.

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The first was when we started 26 years ago. It was a brand new media, the internet, which arrived, and there it was about how does it actually look? How do you actually perceive a brand on this new medium? Then jumping ten years ahead, design thinking entered our world where we looked a lot about user needs and what the user actually want to perceive when they interact with a brand.

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Then, six years later, business design came in where we looked at the strategy and how to actually bridge strategy with the experience. And lastly, a couple of years ago, transition design, which we'll dive into later today, came in from the side because we began to take a step back and actually look more on a broader perspective. And we didn't only look at pointers, but we looked at a more systemic approach to how to actually evolve brands.

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So the first one was a product centric era, we would call it. It was about how you perceive a product. How could you actually fit a CV, a brand into a new media, which would be both on small, big and large sizes. So it was all about how to actually perceive the brand and the brand strategy you built.

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Then in design thinking it was more the user centric era where we were designing for real customers. We did a lot of insight. We tried to figure out what was the real needs for the users who interacted with the products that we built after building a brand. And then the business design was how to actually bridge the strategy that we work with, with the experience layer, the products that we work with.

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And I brought this brand pillar model because it's from MobilePay — RIP, where we work with the brand pillar model, we're evolving this brand, but we actually developed a new method called Dynamic Roadmap, where we work to bridge the strategy part with the execution part. But this Dynamic Roadmap tool is built upon the brand pillar model.

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So it's kind of aligned with the brand thought and the brand strategy that we work with when we talk about business design and lastly transition design. So going from a user centered focus to a more planet centered focus, taking a step back and looking on what you actually want to change when you work with brands. Yeah.

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So I'll just give you a brief overview of some of the tools we use today when we work with brand strategy. And I want to do that because we will show you how we applied it on the four different cases later on. The tools are the same from the last ten years. They stacked on top of each other. But the ambition has changed, and the questions we ask when using the tools — the questions we ask the client and the customers — has changed.

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So when we try to create a strong foundation for brand, we have four overall topics that we dive into. The first is the purpose and it's the positioning where you are in the market, the core brand values and then the brand personality, the perception. So we have these six tools that we often bring in in our workshop with clients.

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The first one is brand sliders, trying to figure out the personality of the client we work with. It's a lot hearing them out of what do they actually want to communicate, but we also use it when we do — you suggest and work with users to figure out what is their perception of the brand that we work with. Then there is the design audit and dot voting.

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Often we step into a room where there is an existing brand and our job is to figure out what should change, what should be revitalized, what should we actually develop into a new brand. And so we do that by going through all of the media that they have and all the channels, and we kind of just do an audit together with the client, often in the communication and marketing department, often on C-level, to figure out what do they actually wish to change and why do they actually wish to change the different artifacts in a brand?

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Then we have cultural insights spanning from everything into the personality traits of a user to where do you place yourself in the market? Which position? To figuring out the core values of a brand, and what are you fighting against and what you actually want to change? We have a butterfly model, which is one of our most used strategy tools, where we ask the client, what do they actually wish to change in the world?

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What's special about them to figure out what is the core purpose? What are they actually trying to achieve working with this brand and what are they actually fighting for to change in the world? And lastly, the brand position is where do you place yourself in the market compared to your competitors, and how do you actually find or achieve a unique position where your brand can stand out?

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And then we have the brand pillar model, which I showed you before — there was a MobilePay example where we sometimes use a brand pyramid, brand pillar. It's the same tool where we have the strategy, the big idea on top, and then we figure out how to actually apply this to the product that you work with as a brand, and that your customers connect with.

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Yes. So what if your brand wasn't only the perception? What if you actually had to ask, what do you wish to change with the brand and say it out loud? So we broaden out this toolbox to a new mindset and a new set of tools with the transition toolbox, which I will dig into. So first of all, if you have been here before, during the last couple of years, there's a great chance that you already heard us talk about transition design and systems design.

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We had quite a lot of different boosters during — this is just during the last, I think a year and a half or so, the focus has often been on the big agendas. It could be planetary boundaries, it could be what is absolute sustainability? It could be all of these things. It could also be a deep dive into a more theoretical base of how we perceive transition design.

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If the last, it could obviously be Kristian Ohm sitting right here who is our director of transition design today. However, we want to look at the tools and skip the theoretical part of it. I advise you to look into the Designing for Systemic Impact if you're interested in that, or take a chat with Kristian. So first off, this is our overall toolbox that we use when we approach challenges here at 1508.

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This somehow mirrors also the development that Morten has talked about. It developed. It somehow showcases different periods in 1508 and what we have focused on. But it's not a historical timeline, so to speak. This is a toolbox that is stacking, that is multiplying, and we apply the tools that we deem necessary for the individual challenges that we face with our clients.

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So first off, experience design — pretty much the backbone of 1508. For the past 25, 26 years, we've been doing product design, digital experiences, and maybe what we put into methods has changed, but the framework has remained more or less the same. So this is not the reinvention of the wheel. It is sort of a double diamond, and it is focusing on what we do in a think or problem phase, what we do in a create, where we explore design and with prototype test and do it.

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It's a relatively — and then how we implement and build and hand over to development. This model has also proven very easily adaptable to other frameworks, other agile frameworks. So no need to fix what is actually working. This is something that we still apply when we do product and digital services development. Then next up, as Morten also highlighted, we have the business design that we have been working with the last ten, 12 years or so.

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This is, as we see it, bridging the gap between what is strategy and execution. We somehow identified that there could be a mismatch between strategy and what you actually feel, both in terms of informing what you have to do, but also feeling the connection to the overall corporate strategy. So we mixed the classic brand house model. Welcome.

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And then we applied this execution part where we look at some user situations, some user journey and some aspired goal. And the magic happens in here where we develop hypotheses and sort of explore what solutions might bring us from A to B. This works both ways. So it's both mission, vision, strategy informing what we have to focus on.

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But it's also understanding where there might be blind spots where we might not focus as much energy as we ought to, at least if we are to take our strategy seriously. So this is very impactful as how we see it in both making a strategy that actually resonates, but also in creating oversight of what you're doing and why you're actually doing it.

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Next up, and this is a relatively recent addition, futures design where we work on a longer scale, could be 10 or 15 years into the future or the futures, because we're well aware that there might be many different plausible futures and we design products. We might also design products to help inform a vision and a strategy, or also or just creating some kind of direction for the companies that we work with.

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This was introduced here at 1508 alongside transition design. It also somehow highlights our not changing focus from what is user centric or business centric, but at least broadening the plate and also focusing on societal and planetary concerns. So not being too narrow in our focus on just solving user needs or business needs. So this is the framework that we work with.

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And we've developed when we work with the transition design, we call it Transition Journey Framework. And it is sort of the blueprint of how we navigate complex challenges when we meet them. It also helps us highlight where we have a leverage, where we might actually do some difference in terms of getting from our understanding of the status quo into some desired future.

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On top of this, we create hypothesis about how to actually make this leverage work, how it can actually result in concrete systemic impact. And lastly, obviously, as we are designers, we turn this into concrete actions. This might be projects, it might be products, it might be events, it might be initiatives. In this terminology, we call it interventions. Also to highlight that we're going from A to some desired B.

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But this is what in many ways what we have been doing for the past 25 years. So in that way it all ties up.

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I was promising to go into the not the theoretical part, but the more applied — the toolbox. And for each of these four, let's say, core areas, the status quo, the leverage points, the vision and the interventions, we developed these individual toolboxes where we collect and all the time we of course iterate and add new. When we find new approaches, we collect these different tools that we could apply because best case scenario, we would work with clients who want help in both defining how they conceive the problem and the world that we're living.

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Help them define a vision for the future and also determine what leverage points we have and also help them execute. But often it is more muddy and it is different angles or different stages in this framework that we start the cooperation with the clients. So we group them in these four different colors. First off, the status quo.

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Often when we work with strategy, we experience that there might be a fixed idea or look towards what future, what change we want to make, but not necessarily consensus about what is the problem. Actually, what are the traits of the world that we're living in that we actually want to change? There might also be internal disagreement.

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So looking into the status quo, we learned to frame quit criticism. It could be that we apply shift cards, a tool that we have developed ourselves here, where we use opposing perspectives on some of the big agendas that I mentioned earlier on to help broaden our mindset and perhaps address the problems, the challenges, the conception of our reality in a different way.

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I'll get back to that. Could also be wicked problem mapping, where we map the holistic factors that reinforce the challenges we address. Moving on to the vision. So this also obviously ties into the futures design. But in this context we have some different tools that we normally go to. We'll get back to some of them. We use the Three Horizons tool which we have —

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I'm not even sure who developed it, but probably some of you already know it. But where you address three different horizons, there is the present, the future, and then the transition. And for each of these you will find the traits of reality, maybe also nuggets of the future or remnants of the past, and you map the relevant stakeholders in each of them.

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This is very useful in understanding where we want to go. It's also useful in creating strong narratives that actually resonate. We also work with domains of everyday life. We work with future sprints. And as I already said, the toolbox is increasing in size as we speak, more or less.

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Finding leverage, actually identifying what points that we can somehow influence. When I say we, of course it is on behalf of clients, we do systems mapping where we understand all the dependencies and influences of different factors within a closed, more or less closed system. Of course, we have to define what system we're talking about, but then understanding the mechanisms that are somehow interesting for the challenges that we face, these might alter from when we start the collaboration.

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So this is a really powerful tool in opening our eyes to maybe the real cause and the real leverages that we can pull. And for this, again, we are working a lot hypothesis driven. So we also developed a specific tool for the leverage hypothesis.

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And lastly, as I already said, this is the sort of core of our design thinking methods — designing interventions or initiatives where we can do here. It says concept element takes between three hours and five days. I guess that's a pretty broad span. And it could also take longer or even shorter. But this is how we actually turn the theoretical part and the oversight into concrete action and concrete initiatives, maybe events, all the like.

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So this is sort of the toolbox. And again, let's look at it in the context of some cases just to see how it actually pans out when we're working together with our clients. Yep. I was still here.

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So for the past 26 years we asked the clients, what are the brands for? Or what do they stand for? So we rather ask the questions, what are they actually for? What are they set in the world to change and to do? And we brought you four cases where we applied some of the tools. It is a lot of tools.

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So we don't use all of the tools. In every case, of course, we apply them to what actually fits the purpose of which problems that you want to solve in collaboration with the client. First off is Drakonheart. So imagine a kind of a Harry Potter-ish castle up in Sostrup. That's the nose of Jutland. Where a bunch of good people were having a vision to change the educational system of Denmark, which they thought was broken.

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So they asked us, can you help us enhance the vision and also create a universe around it? And the challenges that they saw was that it was a system under pressure. It was a lot of standardization. It was low well-being, lack of excitement amongst children and teachers, and especially children with neuro divergence had troubles in actually fitting into the primary school.

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So they thought there is a need for will, for innovation. And we were, of course, from the beginning very much into this journey, because we wanted to change that together with the client. But to figure out what they actually meant about it, we traveled to Jutland and the castle where we tried to experience what they were trying to — which experience they were actually trying to do in the physical space of the castle.

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So it was a lot of discussions about what did they want to change, what was wrong in the world right now? Why is a castle dressed as a Harry Potter universe the right solution for the problem that they try to solve? After this visit, we brought them back to this room where we had two days with numerous sessions.

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The main sessions we had was the butterfly model, the sliders, the tonality of the brand. Then the second day was trying to figure out how to actually communicate this in words. And lastly, looking at a broader vision perspective, looking ten years ahead and figuring out which leverage point you actually want to achieve to create the change that they wanted.

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So the first day was bringing in everything. We've seen a lot of references from around the world. We did this butterfly exercise where apparently there is a lot not functioning in the primary school. We had some teachers in. We had the director of the Legal Education Academy who knew a lot about the data and the data from the teachers and the students on what is not working today.

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So built on data, we figured out what's wrong in the world. And then we had their words on, so what is it they want to change. Which change should be applied to actually create a better educational system, but also a better everyday life for the single student. Then the second day we took the purpose that we created and we tried to elaborate on.

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So what does it actually mean? So we created a core narrative, but we also talked to them a lot about — one thing is to write words about a core narrative. Another thing is to actually apply it in your everyday life. So instead of only a core narrative, we created a manifesto on how to actually act at the school around the children as a teacher, but also working at Drakonheart or with Drakonheart if you're a collaborator.

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So a pledge was created, a manifesto was created, and then we did this one-five-ten exercise where we looked at, so if everything goes right, where are you at in ten years? It's apparently over here. And where are you at right now? And which transition do you actually need in order to get to the ten years? And that actually broadened out our perspective in creating the manifesto.

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So figuring out, how do you actually want to act in the everyday life in order to actually achieve the vision ten years ahead? They really took it in. They printed out these big tapestries or banners, which is hanging around the castle today. And then they also wanted to write it down so they could use it as kind of a foundation for everything they do.

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So they wrote this book, which is the core of their didactics and the foresight that they work with, which is written down in 200 pages here. And we just have a small case video presenting it.

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Yep. I'll put it over here if you want to look into it. Great experience. Next case. It is a new initiative from the Danish Design Center and Concito. And it is directed toward SMVs.

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I'm just gonna quickly go through the characteristics because I have a feeling that it's — Lillevirke. It is a future vision of a Danish industry city in 2050. It is showcasing local businesses in relations and verbal storytelling. And when you visit the site, the interactive map, it's also a variety of design thinking exercises and tools provided for SMVs.

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And as already mentioned, it's a collaboration between DDC and Concito and 1508, so. This was conceived to help accelerate a green transition for Danish SMVs, which is quite a big ask. And it needs something substantial to actually motivate these SMVs out there. We knew that there would be challenges when we made a vision so relatively far into the future. We need to stay credible, both in terms of how industries could look like — it is speculative and all the different storylines and initiatives are speculative, but based in something that already — some technology that already exists.

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But it couldn't go all sci-fi if it had to have some sort of impact. And we also have to balance inspiration with reality. If we are making too flowery of our vision for the future, it becomes completely unacceptable or uninspiring for these SMVs. At least, that was our hypothesis. And lastly, but not least, we had to avoid greenwashing.

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One thing is that it is speculative fiction, but we still represent corporations. We still have to come out in a true and non-greenwashing way in order not to devalue other initiatives. And so this was very much on our mind. And just to give what we want to share a little perspective.

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These are some of the local stories. Sorry that it is in Danish, but the local stories are, I think, 10 or 12 different corporations or communities that are somehow each of them showcasing some technologies, some development and some industry. So these are sort of the core of which we had to give flesh to and make into something specific to be experienced.

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Then on top of this, this is the inspirational part. You have all the materials that are actually helping the individual SMVs in taking these ideas, these ideals, and turning them into action and seeing how they can apply to their own corporations. And so — and this is an example of one of them, a drone factory of some sort. And it has a longer description.

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And what we set out to do was both give it a face, a look, but also give it flesh in terms of making a comprehensible presentation of each of these local stories or initiatives. Obviously, we are doing a lot of design exploration, presentation of different possible styles and visions for the future and dot voting and discussing how they apply to the future city of the future that we want to present.

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So this is our design craft as it has always applied. And some of the methods that Morten also touched upon. But on top of this, we wanted to make each of the individual stories comprehensible. And for this we use the domains of everyday life where we take each of them, in this case the wave breaker and focus on

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how it affects the individual layers, in this case the household, the neighborhood, workplace, the city as a whole and beyond. That can be national, it can be planetary, and so on and so forth. These insights and these speculations, as it obviously is, helps us give flesh to this future vision and not just make it a pretty — or as we would somehow intuitively imagine it to look like — but focus more on what it actually meant in a community, in a city.

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So the exercise helped us embody the future vision of this city by describing its implications on everyday life, from household to beyond. The various spheres can differ from project to project, but these are sort of topographical. And for us working with Lillevirke, it made a lot of sense to stay within city boundaries primarily. So we did this to gain a holistic understanding of the various focus areas.

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Focus areas being the local stories and their impact on the individual and society as a whole. And our goal was to identify which situations will best represent the focus areas. So what are we actually applying to the map? On a rational as well as emotional level. So it's both in terms of what we should form in the map, but also how we should describe it in each of the pages, unraveling the individual stories.

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So it turned out to be this solution that has been presented at various forums and fairs for SMVs. And this is just a snippet of how it works and how it looks. No sound on this one. So. Yes.

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So go check it out. I'm not sure we have a case yet, but we can supply a link to it after this. Next case. Yep. This is Ophav, meaning origin in English. We brought it even though we are in the midst of it. Two days ago, I asked the client, can we please use this at Jonas and I's Morgenbooster?

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And they said, yes, but understand that it's a world premiere for this case. So it isn't out yet and there is no links and so forth, but in a couple of months, I guess it's out there. So the client came to us with three initiatives. The first one was Change Ventures, a venture fund investing into startups, trying to

[00:40:22–00:41:03]
work with not doing more or producing more than they take from the world. The second one is Earthbreak, where they find conventional farmland and they want to change that into nature. So they buy up farmland and change it into nature or rewilding. The last one is acting as a fund where they fund other systemic designs for the sea around Denmark, but they also use a lot of money in actually restoring the sea around the Danish coastline.

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So they came to us where they had a vision. Of course, they wanted to change the landscape of Denmark. We wanted to figure out what was the stance on what they came with to us, where did they want to go? So we used the audit tool. As I explained earlier on. It stopped. I'll do like this.

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No. Cool. Then we brought in the Three Horizons where we looked at the desired future that they envisioned Denmark and the landscape to be. We took them back to the status quo on the dominant system that we live in, and then we focused on — so which transitional space do they actually work in to become the desired future that they envision?

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And we used all the words and all the findings from this excellent exercise. Thank you. To create a core narrative. And this core narrative is used as a simple core narrative where we ask the how, the why and the what. But we also created a pledge, a pledge that they work with in order to figure out — so we wish to change the landscape, but the core of this project is, how do you actually create the change?

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So from now on, in all the initiatives that we work with on the website, on the tone of voice, on the social media, on the application, with the CV — how can you actually work with creating a change and not just tell about it? This is how it looks for now.

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Great. Last case for today. Probably more well known to at least some of you — Dankort, that we have been working with for the past couple of years. And today we presented this sort of header: old institution, new mindset. I could apply a thousand different headlines, but that is the part of the story that we want to tell today.

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So if you don't know Dankort, which probably some of you don't, it is the Danes' preferred means of payment. It was launched in '83 replacing checks, cash, foreign cards. It is currently owned by Nets. It can exclusively be used in Danish stores and websites, which is an interesting factor to work with. It is cheaper than the major global payment methods such as Visa and Mastercard.

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And last but not least, it is an important element in Danish emergency preparedness as it ensures online and offline card payment in crisis situations. So.

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When they came to us, we first helped them with redesigning, and they had these various challenges. They were experiencing increased pressure from competitors. They also had, without necessarily using these words, more or less a stale brand. Something new had to happen also in order to appeal to other target groups and at least younger target groups. So we went in design mode.

[00:45:12–00:45:32]
We applied some of the various methods that Morten already talked about. And this has also resulted in great work in terms of creating a new identity, core narrative, activation of key messages, website redesign and so on and so forth. And I'm not going to belittle that. It's great work that I hope that you have seen out there.

[00:45:32–00:46:03]
But we also from the very beginning applied new perspectives on how they could address their business and their role in Danish society. So, they were willing to play along. And we had the fortune of being able to present tools as Three Horizons and shift cards. So shift cards was, as I already mentioned, developed here in the house.

[00:46:03–00:46:21]
And it is sort of our way of presenting opposing perspectives on some of the key agendas that we're facing as a society, both nationally, globally, so on and so forth. It could be

[00:46:21–00:46:54]
about financial flows. It could be about sustainability, how you conceive sustainability, whether it's absolute or relative, as in being more sustainable than you were before. It could be about a large variety of things. So when we applied this, it helped us address the role, the situation of Dankort in a different light. And I'm not saying that this has informed every design session or every product development ever since.

[00:46:54–00:47:23]
For Dankort that would be overclaiming, but it has helped in changing the viewpoint internally at Dankort in both the project group, but also on a larger scale in Dankort as a corporation. We have received both personally, but also stories about how this change has happened in the institution. It has also changed the mindset. At 1508 I would go as far as saying so.

[00:47:23–00:48:03]
Anyways, this is linking up to, for instance, one of these initiatives that we have helped Dankort with — Dankort Øremærket. Where we have helped develop the concept, we have helped design it and implemented across both website, but also in campaign materials and in various shops, so on and so forth. Quite a lot of various interventions in relation to Dankort Øremærket. Also quite recently we have made a campaign.

[00:48:03–00:48:44]
Maybe some of you saw it. It's still active, I think, in others at least. But it has been across Aarhus Banegård and various metro stop takeovers, newspapers. As already mentioned, where we highlight biodiversity as being critical infrastructure and this is first part of a campaign that will come in more phases. Where we can build upon this message and give it more flesh. So.

[00:48:44–00:49:26]
These four cases also represent four shifts where we have designed for change. Drakonheart — we highlighted how sort of a message also became an internal commitment for them, how envisioning the future and making the pledge became something that they navigate by when they do their day to day business, but also when they do strategy work. And Lillevirke showed us how a vision can also embody change, of how a core narrative can highlight where we're actually going.

[00:49:26–00:50:04]
More awareness about the intention and the difference that we pursue to make. And lastly, Dankort — at least in this sort of selling version — was about how an altered or influenced mindset can also influence how they positioned themselves and how they go to market with their new initiatives. So lastly, back to the beginning. So do you remember the question and what you thought about it?

[00:50:05–00:50:27]
So we would state that no one would miss your brand for what it stood for, but they will probably miss it for what you tried to change — if there was any change at all. And that is what we are trying to achieve, asking the new questions for our clients to actually figure out. What change do you want to do with your brand?

[00:50:27–00:50:54]
When do you work in your everyday life? Creating a strong purpose and working with your brand values? So we have three questions for you. You can take back. The first is — what is your brand's role in the world and what you want to change? Can your core narrative be proven or is it just words? Which shifts in mindset and new initiatives can create that change?

[00:50:54–00:51:15]
That's all. Thank you. So we luckily have five minutes for questions. Anyone?

[00:51:16–00:51:46]
Beautiful work. I'm curious about your work. It looked like it was more outward facing. The first one — do you do internal intelligence as well, communication with the community that way around? Well, that is also, of course, the angling here because everything that we have done is actually also outward communication towards whatever target groups they were trying to address.

[00:51:46–00:52:24]
But of course, we're talking about internal commitment and changing mindset. But that is just part of the stories. So I hope that answers your question that it is also — every one of these cases are also externally communicated initiatives and campaigns. Super. Thank you. Anything else? Also reflection maybe on the question. Morten, please.

[00:52:24–00:52:47]
If you ask yourself the question, we do that a lot actually. And that's also a focus when we create our strategies here at 1508. So the strategy we work with is looking outside, taking a step back and looking. So what you actually want to change in the collaborations that we work with. So we are a tiny small company in the world.

[00:52:47–00:53:26]
Of course. But we can actually help make that change by collaborating with bigger, smaller companies who will try to change what they actually envision and what they fight for. But it has been a major test of mirroring our own core narrative, both on 1508 level, but also — now we are part of a larger Swedish IT company. And actually look at it with the scrutiny and say, can we actually say that we can prove this change that we're showing? So it has also been a process for us.

[00:53:26–00:53:57]
Anything else? I was wondering when you want to embody a strategy like through design and visualize it, how much effort do you put into how to formulate the strategy? Like what words are you choosing? Because you have to think creatively in that way as well, especially these days because so many words are being thrown around. And also, if you have a certain value set, what do you put into these words?

[00:53:57–00:54:28]
What do we put behind them as a brand? So how much effort do you put into that? Great question. Thank you. So it depends on the client because words — everyone has strong opinions about words. And it can also be sort of a collaboration and sort of a negotiation about what words we use in terms of how they want to stand out, and maybe also tonality and rhythm of the thing.

[00:54:28–00:55:00]
Best case scenario, we want to be very, very serious about words. Also apply anti-greenwashing methods towards them to be absolutely certain that we're not overpromising, and that we have a common understanding of what we mean by using these words. That could also be a vocabulary. We have done exploring some of the principles or how we look at these different tendencies or themes.

[00:55:00–00:55:33]
So very good question. I would love that we would always be extremely careful and open and transparent about what we actually mean by using the words, but it also varies according to the situation. Good question. A good example is the core narrative that I showed in Ophav, where Jonas sat for a lot of days working on each word to figure out — when we write this and if they should use it as a core compass for navigating their vision.

[00:55:33–00:55:47]
Each word should be proven in order to create a change. So it was a lot of work actually into that core narrative I briefly showed you. Yes.

[00:55:47–00:56:18]
How do you deal with internal stakeholders? Finding — come again? How do you deal with internal stakeholders? For example, the organization has been there for a long time. Like, how do they deal with this change? It's — often it's in workshops where we — because we know that these methods that we use that we've shown you, they work to actually work with the status quo.

[00:56:18–00:56:38]
Know, like what is working, what is not working, and then envision the future. So if you go into that narrative and you if you actually go through all the words that will come out from the client, often there will be a change. Of course, there will be people who are reluctant because they don't want change. They just want it to be like it always is.

[00:56:38–00:57:17]
But often when we go into these methods, they work in creating a new mindset at least. Great question. And for the presentation, it was very complex. I got a little overwhelmed by the toolbox. So it's very good. But I was thinking if you have any — if I started, what would be a good place to get started, one tool or two tools so that I don't get to start in our toolbox — but just, so impossible to answer because I need to know, of course, what challenge you're facing.

[00:57:17–00:57:41]
A small coffee meeting would be the best place to start, so it really depends on what change you want to start out with. But we also experienced that understanding where you want to go and understanding what you're actually criticizing — the first two, the status quo and the future envisioning — are primary in understanding where you were, how you should build upon that.

[00:57:41–??:??:??]
So definitely — and sorry if it was presented in a too complex way, that was definitely not the intention. Okay. Thank you so much for attending this Morgenbooster and have a nice day.