Brand Identity

Living the Brand through Strategic Workplace Design

HLW Director of Strategy and Discovery Liz Burow led a lively panel discussion with several of our client partners: Eric Ho, Manager of Culture and Outreach at Capital One, Adam Lutz, Real Estate Project Executive at Google, Denise Burke, Eastern Regional Manager of Adobe, and Nico Curtis, a designer at Graham Hanson Design. The discussion covered a range of topics from new approaches to brand expression to identifying key components that contribute to a company’s overall brand. Note, broad discussion ideas, as well as participants’ specific comments, are included in this article.

Living the Brand through Strategic Workplace Design

UNIQLO BRAND DESIGN: PART 3

HLW Designs UNIQLO Space

In this last post, the third of a total of three articles focused on an in-depth discussion about the design process resulting in the new UNIQLO North American Headquarters, we will explore more conceptual themes that guided the decision-making process. A critical challenge for HLW was to create an office that reflects the UNIQLO brand, design and culture through a simple, yet universal, aesthetic. The identification of several guiding ideas ensured that the design would maintain cultural consistency with our client’s organization, mission and business objectives.

UNIQLO BRAND DESIGN: PART 3

UNIQLO Brand Design: PART 2

In the previous post, we described the process leading to the development of design solutions that are supportive of a highly creative workforce. Initiated by the HLW Discovery process and implemented throughout all project stages, this “roadmap” enabled the designers to carry key ideas into a diverse workplace program. Specifically, how the existing retail strategy was transferred to various workplace trends is described in this post.

UNIQLO Brand Design: PART 2

UNIQLO Brand Design: Part 1

HLW Designs UNIQLO North American Headquarters

So why shouldn’t the workspace design feel like the UNIQLO brand design? In this three-part series of posts focused on the UNIQLO North American Headquarters, we will explore the design challenges involved in translating the brand strategies employed in a retail environment into a workplace setting.

UNIQLO Brand Design: Part 1

Pac-12 Networks San Francisco Headquarters

What is more exciting than starting a new project? Helping a client to grow a business.

When we meet new clients, we learn how they work and plan for their future. Clients will often have a vision for how their company can grow. When a client shares all the ins and outs of an operation, including what is working for them and what is not, we are respectful of the trust that has been placed in us. We translate this information into design solutions. Spaces that help individuals to thrive and to be inspired become tools for a business to grow.  

The Power of Language in a Social Workplace

I recently attended the annual meeting of the Academy of Management in Philadelphia.  This annual conference of scholars and researchers from business schools and practitioners from different industries offers an opportunity to engage in rich discussions about organizations, their people, and their practices.  This year’s theme “The Power of Words” offered some particularly salient takeaways for understanding how a company’s work environment embodies the organization’s own language and how it acts as a live feed into its ongoing routines.

Designer Q&A

HLW writer Colette Taber sat down with Senior Designer Jennifer Haney to talk about her work on the JetBlue Headquarters facility in Long Island City, New York. Jennifer joined the HLW interiors group in 2007. More recently, she worked in-house at a large financial services company providing design services for 250 branches. Now, again working directly for HLW, she reminisced about one of her favorite HLW projects. As Project Designer for the JetBlue Headquarters, completed in April 2012, Jennifer helped create a concept and spatial design that reflects the culture and core values of the often unconventional, self-appointed “value airline.” She described a highly collaborative process with the client, as well as a strong desire to bring the office spaces in sync with the airline’s deeply branded operational components.