Innovation breeds evolution

We were engaged by Veolia UK to revisit its entire organisational strategy to focus on areas of the business that could generate cost savings or create new income streams. No mean feat for an global organisation as large as Veolia or with such a broad offering.  

Internal staff did not understand how an organisation with so many project strands could be focused on a single outcome. Teams struggled to visualise how their objectives fit in with the wider vision for Veolia. But what Veolia wanted to achieve was a culture in which all employees are thinking of innovative ways to put resources and investments together to optimise, evolve and grow the business. As goals were achieved, new targets would be set so the strategy would continually evolve, and Veolia were keen to encourage this.

We developed a creative concept that could tie all these elements together in a way that would be understood by everyone from senior managers to junior operatives. Geometry provided us with the seed of an idea that tied in an abstract understanding of what this can look like, together with a kinesthetic approach to encouraging Veolia employees to think about the organisation in this way.

The Tangram concept, based on a Chinese puzzle consisting of seven flat shapes which can be arranged in different ways to create geometric shapes, represented how putting the right resources and investments together will create new ways to improve the business. Our concept formed the perfect creative vehicle for Veolia’s business strategy over several years – constantly evolving to reflect new targets.

All of Veolia’s 15,000 employees now know what the objectives of Project Tangram are.  This internal engagement has also translated externally for the business, with each advertised role attracting 4x the number of candidates as previously.

“Fluid are really focused on the highest level of customer service, achieving results that are delivered on time and on budget.”

Kevin Hurst  |  Chief Operating Officer, Veolia