The Innovation: Identify the taxonomy of naming activities that exist across the company, and develop a scalable system and process to help drive a consistent brand-oriented perspective on nomenclature and meaning that helps teams innovate faster, while driving overall product usability.
The Citrix Brand Experience team took on this challenge by doing a significant amount of internal and external research. First, we did an audit of all of the naming work that the team had been consulted on over several years to identify both where we had been spending time working with various teams on naming projects, and also what the benefits (or lack thereof) had resulted from these engagements. With our own internal hypothesis around naming value in hand, we proceeded to do a significant amount of both internal user research, and external market research. Internally, we met with key stakeholders across global product teams to ascertain the needs and pain-points that existed around naming. We also met with key stakeholders on our corporate legal team to understand the needs and trade-offs inherent in the domain of trademark law. Externally, we looked at a number of large companies with diverse technology portfolios to identify external best-practices, and also to understand what customers were being exposed to when they were using other non-Citrix software products.
With all of this data in hand, we developed a formalized naming taxonomy and framework that organized the key types of naming activities unique to Citrix , and developed a series of discreet naming processes – complete with timing and Brand SLAs – that would help us rightsize time investment across naming activities.
Critical to this process development was the integration of the Citrix legal team, who had been getting inundated with trademark application requests directly from product management teams. The new process design included a formalized perspective on trademarks, where they mattered and perhaps more importantly where they didn't. This helped product teams understand where Citrix was willing to not only make investments in filing trademarks, but also ensured that the supporting work necessary to develop a trademarkable name was worth the investment in time and resources. For experimental products and teams working on product features in particular, this helped them understand where their work fit within the larger brand naming ecosystem, and helped them rightsize their activity relative to what they were working on, focusing more on product development as opposed to name/identity development.