How Rugged Is Your JEEP

The Challenge

When the world slowed down, Old Mutual Nigeria needed its people to speed up. The COVID-19 disruption left teams scattered across homes, routines broken, and performance uncertain. Productivity needed a spark. Morale needed a lift.

The organisation introduced JEEP: Joint Efforts, Ensuring Productivity. A solid idea, but it needed identity. It needed energy and a language people could feel.

Old Mutual asked us to turn an internal initiative into a rallying point. Our task was to ignite a mindset of resilience within the staff and build a culture of action in a moment when everything felt paused.

The Strategy

In Nigerian culture, a JEEP is a symbol. It represents strength, stamina, and premium performance. These qualities mirrored what the organisation needed at that moment. So, we amplified it.

We anchored the campaign on a single provocative question: How Rugged Is Your JEEP?

A question that challenged, motivated, and created instant emotional territory.

Our strategy focused on identity creation. We built a visual language, a messaging system, and a motivational rhythm that turned JEEP into more than an acronym. It became a badge employees could wear with pride.

The Execution

Momentum comes from presence, so we placed JEEP everywhere the organisation moved.

Screensavers filled devices with motivational visuals that kept the message alive throughout the day.

Emailers delivered steady encouragement, updates, and reminders designed to maintain energy and productivity.

Deskdrops brought tangible cues into personal workspaces, reinforcing the idea within arm’s reach.

Staff Q&A sessions created participation, ownership, and a sense of collective drive.

Every element pushed one message: rise to the moment. Prove your performance. Show your rugged.

The Outcome

The energy shifted, and the numbers reflected it.

After the launch of Gokada 2.0, the media landscape showed a rare result: zero negative coverage. Stories shifted from panic to applause. Public trust recovered. Riders resumed operations. The brand regained its place as a category trailblazer.

  • 100 percent participation from the sales team
  • 20 percent voluntary participation from non-sales teams
  • A wave of internal competition built on pride
  • 40 percent growth in sales across product categories

JEEP became more than an initiative. It became a pulse inside the organisation, driving performance during one of the most uncertain periods in recent memory.

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