By giving up total control, Velo-City gained something better: .
Instead of Marketing "handing down" assets, they created a "Brand Lab" on Slack. When a technician in Berlin found a better way to explain battery life using local slang, it wasn't a violation—it was an entry for a monthly vote. Branding Governance: A Participatory Approach t...
The brand was fracturing because it was being policed, not lived. The Shift: From Policemen to Facilitators By giving up total control, Velo-City gained something
The conference room at “Velo-City,” a growing urban mobility startup, felt more like a courtroom. The brand was fracturing because it was being
Six months later, the brand felt more cohesive than ever, precisely because it was allowed to breathe. The Bangkok team launched a street-art inspired campaign that went viral, something the central office never could have designed.
Every quarter, a rotating group of employees from different departments met to discuss what was working. The "Governance" wasn't a top-down decree; it was a peer-reviewed consensus. The Result
The Marketing team realized their job wasn't to be "Brand Police," but . They stopped spending their days correcting font sizes and started spending them spotlighting the best innovations from the field.