Breaking a system to fix it.
When I came onto the project, the basic brand identity had been established. I needed to apply it to all the print touch-points and in the process, expand upon it. It took some learning and bumping into road-blocks to understand the essence of the system and to see where it wanted to go. As I went from piece to piece, I looked for new ways to work with the super graphic animating it across the system.
Whiled creating the print touch-points, I evolved the color palette, built out the image library and created an icon palette. When it came time to write the brand guidelines, this reverse learning approach came in handy, since I was able to write the standards from the perspective of someone who had to learn the system. I focused on crating clear guidelines, highlighting the nuances that took me time to master, and included a wealth of examples.
Same brand, different rules
After the print brand standards, I shifted to working on a series of pilot web applications. The web also presented new design challenges, as using the super graphic on each page felt repetitive. We kept the super graphic usage to a minimum and utilized the other brand elements, such as the typography and the photo library.
The main pain points we needed to solve for were ease of use for less tech savvy patrons, easy access to the location and help tab, and surfacing the Find-a-Doctor search. The location tab reinforces the Dignity Health network, and supports the one-mark rebrand. The Find-a-Doctor tab is the first in the navigation and can be found on most service line pages. The large typography and bold colors, support mobile first, and are sized for legibility for older users.