The reason
A strategic framework for Fred. Olsen Windcarrier
Fred. Olsen Windcarrier operates in a fast-growing and highly specialised sector. As offshore wind projects increase in scale and complexity, so does the need for a strategic approach to communication across roles, locations, and stakeholder groups.
This case brings together the strategic work that established a common foundation for how Fred. Olsen Windcarrier posisitons itself, communicates its strengths, and aligns internal and external messaging. Through analysis, definition, and implementation, the work created a direction, priorities, and long-term consistency across the organisation.
The reason
A strategic framework for Fred. Olsen Windcarrier
Fred. Olsen Windcarrier operates in a fast-growing and highly specialised sector. As offshore wind projects increase in scale and complexity, so does the need for a strategic approach to communication across roles, locations, and stakeholder groups.
This case brings together the strategic work that established a common foundation for how Fred. Olsen Windcarrier posisitons itself, communicates its strengths, and aligns internal and external messaging. Through analysis, definition, and implementation, the work created a direction, priorities, and long-term consistency across the organisation.
The strategic work emerged from an existing collaboration and a growing scope of communication tasks. As communication became increasingly central to how the organisation presents itself, the need for a shared point of reference became more apparent.
Rather than addressing communication in isolated projects, the ambition became to define a common direction that could support everything that followed.
The story behind
The need for a strategic foundation
Understanding the landscape
The work began with an analysis of the context in which Fred. Olsen Windcarrier operates. This included competitor analysis, brand positioning mapping, and a brand personality investigation to identidy how existing values could be communicated clearly and through the right channels.
Defining a direction
Based on these insights, a strategic framework was established to clarify how Fred. Olsen Windcarrier’s values, priorities, and expertise should be expressed across communication, both internally and externally.
The messaging framework
The strategic direction was translated into a messaging structure defining tone of voice, core messages, and communication principles. This created a common reference point for communication across formats, channels and platforms.
From strategy to practice
Workshops and ongoing collaboration helped align the organisation around the framework, ensuring that the strategy could be applied in everyday communication and support long-term consistency.
The strategic foundation remains a central point of reference in the ongoing collaboration with Fred. Olsen Windcarrier. New initiatives are easier to develop within this shared direction, and the strategic work has supported a wide range of outcomes, including a new website with carried core messages, internal newsletters, and exhibition stands.
One of the most recent outcomes is a corporate video and employer branding campaign focused on the people of Fred. Olsen Windcarrier. Built around employee interviews and filmed onshore and offshore, the films offer an authentic insight into everyday work and culture.
The value
Consistency across the organisation
The perspective
A strategic partner
Over time, the project work made it clear that creating lasting impact required more than isolated solutions. By looking beyond individual projects, this collaboration addresses the underlying factors that shapes real change, including structure, objectives, organisational context, and audiences.
This way of working reflects a strategic partnership built on continuity and trust. One where strategic goals are translated into concrete action by connecting foresight with insight, and by turning complex challenges into solutions that support both immediate needs and long-term direction.
Rather than focusing solely on outputs, the work centres on understanding what drives change and how communication, technology, and storytelling can work together to create clarity, engagement, and measurable value over time.
PSST… THERE’S MORE.
