(01)
Overview
From vision to governance
The Vision Realization Office sits between national policy and the departments that deliver against it. It aligns initiatives, programmes and performance with Saudi Vision 2030.
That position sets the standard. Material produced by a VRO reaches ministers, inter-ministerial working groups and the public, often in the same week. It has to hold its authority in front of all three.
Storm was brought in with strategic partner Devoteam. The mandate went beyond identity: build a brand the office could govern, in Arabic and English, across every department that applies it.
Project Details
Client
MOI . VRO
Sector
Government & Public Sector
Location
Riyadh, Saudi Arabia
Deliverables
Brand Strategy · Brand Narrative · Brand Governance · Brand Identity · Visual System · Brand Guidelines · Marketing Collateral · Campaign Creative
Engagement
(02)
Challenge
Authority across every touchpoint
A set of assets would not have held. Material leaves the office and is applied by departments with their own teams, their own timelines and their own pressure. Without rules carrying real authority behind them, a system like this drifts within a quarter.
The rules also had to be clear enough that no department needed to ask. Ambiguity in a governance document is the same as no governance at all.
And the work had to hold in Arabic and English at the same level. In government communication, bilingual is not a preference. It is the operating condition.
WHAT WAS BUILT
- A brand narrative connecting the office to Vision 2030 in institutional language
- An identity and visual system drawn for government scale and government scrutiny
- A governance framework defining who applies what, and under what authority
- Bilingual guidelines written for departments, not for designers
- Marketing collateral and campaign creative to prove the system under load
(03)
Decision
Brand governance by design
The position
The brand was built around the office mandate rather than a visual brief. What the VRO is responsible for decided how it looks, how it speaks, and who is allowed to apply it.
The consequence
Governance became part of the deliverable, not a document that followed it. Every element shipped with a rule defining who applies it and under what authority.
How it launched
Leadership communications, inter-ministerial material and public platforms moved to one standard, delivered in partnership with Devoteam across the full programme.
(04)
Impact
One standard now carries the office from a ministerial briefing to a public campaign, in Arabic and English, without changing character.
(05)
Scope of Work
