Trust is key in thriving teams.

Speed employs close to a thousand people, and nothing could make us prouder. Every team and individual should enjoy and feel good at work, that goes without saying. A prerequisite for this is a culture that breathes and lives our values. In late autumn 2023, we focused hard on our internal branding work, starting with the launch of our updated brand book. The aim is to strengthen the culture and make going to work a bit more fun.

A different brand journey.

During the fall, Speed's updated brand book was completed, a book we developed together with the team at the brand agency Consid. Instead of a traditional launch of the book that had quickly fallen into oblivion, we wanted to do something different, something that made a lasting impression. So we developed a plan that became more like a journey. A journey that started in October, filled with activities that are not only learning but also building our teams stronger. Through light-hearted exercises, we get to know each other a little better. It is a challenge to make people in different locations, some not even in our own premises but rented out to customers, feel part of a wider community.

Strengthened culture and tighter teams.

The aim of the project, if you can call it a project because the journey never ends, was for each employee to gain a deeper understanding of the Speed brand and their role in that context. In addition, we wanted to strengthen the culture and build the teams even stronger. Employees who trust their organizations show higher engagement, creativity and productivity. When trust breaks down, people experience more stress, are less happy and are more likely to leave. Fostering trust is therefore crucial to creating healthy teams. Most often, the focus is on the trust that exists between managers and employees.

Equally important - if not more - is that teammates trust each other. After all, most employees work in teams, and most of their working day involves interaction with colleagues, often in the absence of a manager. This was the starting point for our branding work and activities this fall.

Speed bingo a fun way to create brand insights.

One activity in the palette was Speed Bingo, which was available for all employees to play. A game with nine tiles with different missions, ranging from greeting a colleague you've never said hello to before to understanding Speed's business idea. All missions had a clear link to the brand book. Over a three-week period, the first Speed Bingo tray was open and participation was high. At the end of the game, prizes were drawn among those who participated, prizes linked to our Never Lose Speed promise. The purpose of the exercise was to learn about the Speed brand in a light and playful way. To gain a deeper understanding of the description of who we are, what we do and why we do it. Speedbingo is a recurring activity and more games will be released in 2024.

Speed battles combine learning with team building.

A prerequisite for healthy groups is that there is a basic security for all employees. With our investment in Speedkamper, we have laid the foundation for all groups to work on their team building. Speedkamperna are exercises where employees collaborate and build community while getting to know the Speed brand. The activities are each linked to Speed's personality; fast, personal, responsive, credible and unpretentious, and in this way we get the natural connection to the brand book. The purpose of the Speedkamper has been for us to get to know each other better and to become even better colleagues and thus feel safer at work. During the fall, two Speed Matches were held and the first was of course Speed Dating. Many comments and reflections have been posted on our intranet about how valuable these relatively simple exercises have been and what positive effects they have had in the groups.

The speed battles will also continue in the spring. Through the work we have done during the fall, we have seen a great commitment and a number of positive effects in the teams. Relatively simple efforts have made a big difference. The effect is difficult to measure as an isolated phenomenon, but we see that our eNPS value has increased significantly, and although there are many reasons behind this, we are convinced that the branding work has been a strong contributing factor.