Nextview
strategy
expression
culture
Jul 2020
Story: Nextview
How do you turn three successful organizations and five distinct brands into one close-knit family with a shared mission? That is the story of Nextview. For the We Accelerate People Group, we shaped the name, narrative, and a brand culture people could feel, so growth and positive impact could scale together.
Nextview
Three robust organisations, five distinct brands, one shared dream: accelerate people and positive impact. Good starting position, and a familiar corporate trap at the same time. When you staple five names together you usually end up with a holding-company homepage that nobody inside the company actually reads. The "We Accelerate People Group" wanted the opposite: one name, one story, one front door, and a culture that could survive the next acquisition.
And they happened to be doing this in 2020, when "get everyone in a room" was not an option and the world was quietly testing whether any brand work could land remotely at all.
Listening to the five brands, not inventing over them
From day one we worked with teams across the group rather than above them. Structured co-creation, honest conversations, five vocabularies in the same call.
Using 23plusone we tested which of the 24 fundamental human drivers were actually shared across the five brands. Growth, obviously. Curiosity, strongly. And a quieter one that pulled hardest across all five once people stopped giving the polite corporate answers: contribution. Wanting the work to add up to something beyond this quarter. That became the sentence the new brand would have to carry.
A name, a narrative and a 100-page culture manual that actually travelled
Out of that came Nextview: one international brand with a proper launch, and, because the group was expanding into Germany at the same time, a 100-page Brand Culture Manual co-created with the teams. Not a rulebook for the shelf, a practical guide for Monday morning. Purpose on one page, daily behaviour on the next, and a vocabulary everyone could actually use.
The culture work was then sealed by a shared B Corp certification across the group. That one matters: it turns "business as a force for good" from a sentence on a homepage into an externally audited commitment that keeps you honest the year after launch, too.
Turning a portfolio of brands into one coherent family?
If your organisation has grown through acquisitions and ended up with several well-loved brands that don't quite add up to a single story on the outside, there's a way to find the shared ground underneath, give it a name people in all the brands can carry, and build the culture manual that makes it stick. Let's talk about it.
Reach out to Kim or Alexander if you're looking for something similar