With a 125 year presence in over 70 countries, Shell has an extensive content operation, stretching across multiple geographies and business units. With this much legacy and complexity, they needed to reinvent and streamline how it told stories of the brand, business, people, and impact.

When businesses expand, teams and processes are created in isolation, ineffective silos develop and brand messaging becomes disconnected. To counteract this, we developed a strategy to make Shell’s content ‘GO FAR’. FAR, standing for ‘Focus, Agility, and Relevance’, is an operating framework now adopted by global and local content teams. 

Over the course of a year, we initiated a new ‘Editorial Board’ for quick decision making, ‘Content Squads’ to tackle any content crisis, ‘Audience Intelligence’ and ‘Performance Practice’ disciplines to ensure focus on insights and tracking, and ‘Content Masterclasses’ for employees. The result is empowered and up-levelled content teams that coherently communicate Shell’s purpose and safeguard the brand’s prestige.