Following an internal reorganisation, several teams supporting specialty product launches were brought together into a newly created division.
 

The restructure created an opportunity to improve how the teams worked together, but employee feedback highlighted issues around visibility, trust, recognition and cohesion. Different groups had different remits, ways of working and perceptions of value, making it harder to build the shared direction needed to support complex specialty launches.

BRAVE developed a comprehensive internal communications and culture-building programme to help the new division define who it was, why it mattered and how it could work together more effectively.

The programme gave the division a clear narrative, visual identity and shared sense of purpose. It helped employees see the value of their collective role in supporting specialty launches, while creating practical channels for communication, recognition and engagement.

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Volunteer-led workstreams gave employees ownership of the culture they wanted to build, focusing on leadership, feedback, change and cross-functional excellence.

The campaign helped to transform a disconnected group into a more unified, visible and purpose-driven division.

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86% of employees in the division reported improvements in culture, transparency and engagement. Team members also reported a strong sense of pride and recognition, scoring this 4.9 out of 5.

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The model was later adopted by other divisions within the company, extending the impact beyond the original team and demonstrating the value of internal alignment in supporting complex launch environments.