Dumbarton Oaks was a client that needed help with reshaping their existing branding into a unified voice for a modern audience. However, it was communicated early on that we would be facing some resistance from stakeholders hesitant about changing the institution’s 75-year old image.

With that consideration in mind, I created a research plan that would allow the work to speak for my team’s competence and respect for the institution’s legacy. I organized and conducted multiple methodologies to get a complete picture of Dumbarton Oaks: stakeholder interviews, audit of physical and digital ephemera, competitive analyses, journey mapping, and even guerilla interviews with random passerby in the National Mall. We also had the chance to tour the building and gardens as a team, which gave me the opportunity to take photos of the architecture for inspiration later in the design process.

These different points of research allowed me to build a robust profile of Dumbarton Oaks and demonstrate our rigor and capabilities as a design team. By showing our dedication to good research, it gave stakeholders reassurance in our process and intentions for their beloved brand.

Once the pre-work was complete, it was time to bring it all together. I organized a 1-day brand definition workshop, where I led various design thinking exercises to refine the tone and personality of the new Dumbarton Oaks. By bringing all the stakeholders in one room and encouraging them to brainstorm with us, it gave them a sense of ownership in the future brand and reduce unease around implementing major changes. We weren’t the only ones driving the vision; everyone in the room got a vote to define the future for Dumbarton Oaks.

After the workshop and final presentation of recommendations, I could tell that even our more apprehensive stakeholders were energized and excited for the outcome of the full rebranding project.