Making Mosaic

Turning a struggling business into an industry success story

New boss, new vision

Back in May 2001 New Islington and Hackney Housing Association (NIHHA) appointed a new Chief Executive with a remit to improve this under-performing RSL (Registered Social Landlord). After a new vision was devised in 2002 UXB were commissioned to create the vehicle to announce it.

Uncovering reality

The new vision placed stiff demands on this struggling organisation, which was seen by some as the housing sector equivalent of a school on special measures. Ahead of communicating this new vision, we advised that consultation with a broad selection of stakeholders be carried out. This research uncovered many more issues including negative perceptions in key areas and confusion over the name.

Holding back

From this it became apparent that re-branding was a possibility, but first the organisation had to improve sufficiently to justify such a decision.

The directors implemented a regime of continuous improvement which began to address many problems within the business. Meanwhile we worked on re-defining visual and verbal communication in preparation for a new organisation.

Business priorities

This work on positioning, naming and defining the values of a new business began in January 2004. We were tasked with:

  • delivering the new vision
  • increasing the business profile and credibility with key stakeholders and decision makers
  • developing a new tone of voice that connected with customers and staff
  • creating a name that reflected commitment to local communities and enabling growth into new areas
  • creating a brand that staff and tenants believed in.

We helped the new brand promise take root internally, creating belief and a renewed sense of purpose. In summer 2004, the new name, Mosaic Homes, was unveiled to staff. Mosaic Homes was officially launched as a business in November of that year.

Spreading our influence

Along with the name, values and tone of voice we delivered a new marque and sub-brand architecture encapsulated in a comprehensive set of guidelines. These demonstrated the integrity and flexibility of the design and governed its application across many touchpoints from office ephemera to site signage, clothing and screen-based media.

Creating new markets

Importantly, the new name enabled expansion into new regions in order to meet the key strategic objective of managing more homes.

Success story

Mosaic became a shining light in the housing sector. Seen as innovative, trustworthy and brave, it achieved massive progress including a 400% increase in operating surplus from £1 million to £4 million, increased productivity resulting in 30% reduction in operating costs and a 50% reduction in rent arrears.

It also achieved a 5000% increase in its development programme from 10 homes annually to 500 and became the sixth largest social housing developer in the UK, up from 83rd. It increased its geographic spread in London and in Essex and secured partnering agreements with half the UK’s largest house builders - increased from zero before the renaming.

Mutual success

Mosaic is still a stand out success story for our client and for us. It demonstrates what can be achieved when a business is firmly focused on delivering strategy and is led by an enabling chief that knows how to get the best from his creative partners.

New boss, new vision

Back in May 2001 New Islington and Hackney Housing Association (NIHHA) appointed a new Chief Executive with a remit to improve this under-performing RSL (Registered Social Landlord). After a new vision was devised in 2002 UXB were commissioned to create the vehicle to announce it.

Uncovering reality

The new vision placed stiff demands on this struggling organisation, which was seen by some as the housing sector equivalent of a school on special measures. Ahead of communicating this new vision, we advised that consultation with a broad selection of stakeholders be carried out. This research uncovered many more issues including negative perceptions in key areas and confusion over the name.

Holding back

From this it became apparent that re-branding was a possibility, but first the organisation had to improve sufficiently to justify such a decision.

The directors implemented a regime of continuous improvement which began to address many problems within the business. Meanwhile we worked on re-defining visual and verbal communication in preparation for a new organisation.

Business priorities

This work on positioning, naming and defining the values of a new business began in January 2004. We were tasked with:

  • delivering the new vision
  • increasing the business profile and credibility with key stakeholders and decision makers
  • developing a new tone of voice that connected with customers and staff
  • creating a name that reflected commitment to local communities and enabling growth into new areas
  • creating a brand that staff and tenants believed in.

We helped the new brand promise take root internally, creating belief and a renewed sense of purpose. In summer 2004, the new name, Mosaic Homes, was unveiled to staff. Mosaic Homes was officially launched as a business in November of that year.

Spreading our influence

Along with the name, values and tone of voice we delivered a new marque and sub-brand architecture encapsulated in a comprehensive set of guidelines. These demonstrated the integrity and flexibility of the design and governed its application across many touchpoints from office ephemera to site signage, clothing and screen-based media.

Creating new markets

Importantly, the new name enabled expansion into new regions in order to meet the key strategic objective of managing more homes.

Success story

Mosaic became a shining light in the housing sector. Seen as innovative, trustworthy and brave, it achieved massive progress including a 400% increase in operating surplus from £1 million to £4 million, increased productivity resulting in 30% reduction in operating costs and a 50% reduction in rent arrears.

It also achieved a 5000% increase in its development programme from 10 homes annually to 500 and became the sixth largest social housing developer in the UK, up from 83rd. It increased its geographic spread in London and in Essex and secured partnering agreements with half the UK’s largest house builders - increased from zero before the renaming.

Mutual success

Mosaic is still a stand out success story for our client and for us. It demonstrates what can be achieved when a business is firmly focused on delivering strategy and is led by an enabling chief that knows how to get the best from his creative partners.

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