ABOUT

Background
Employee sentiment at Hogarth pointed to a communication gap between leadership and staff. Feedback tended to flow one way, from the top down, with limited visible channels for employees to be heard. This initiative was set up to close that gap and give staff a genuine stake in shaping the conversation about their own working experience.

Naming
“Change Makers” was chosen to root the initiative firmly within Hogarth’s existing brand language. Hogarth already refers to its people as “Makers”. The name deliberately extends that identity rather than introducing a new one, so the initiative reads as something built by Hogarth’s people, not imposed on them from outside. Adding “Change” gives the name a clear point of view: it signals that this isn’t a passive feedback box, but an active, purposeful effort with a stated outcome in mind.

Tone and positioning
The branding was designed to feel dynamic and positive rather than corporate or procedural. Comms initiatives can default to dry, HR-focussed visuals, an approach that risks reinforcing the top-down feeling they're meant to counter. I wanted Change Makers to look and feel energetic and employee-owned, approachable, forward-moving, optimistic about the outcome, so that engaging with it felt like employees were actively joining something rather than complying with it.

Intent
Every element of the branding was built to carry intention. “Change Makers” doesn’t just describe a group; it states an objective: change, for the better, made by the people who make the work. This gave the initiative a clear narrative: leadership listening, employees shaping the response, and a shared goal of improving how the company communicates internally.