Siemens Healthineers.
©2025
How brand experience strengthens trust and leadership within the medical and scientific community.
What we do
Strategy
Research
Brand Experience
Brand Identity
Digital Product
Technology & Data
Research
Brand Experience
Brand Identity
Digital Product
Technology & Data
Overview
In the medical technology sector, purchasing decisions involve significant investment and long sales cycles. Between one purchasing cycle and the next, needs can change, technology can evolve and even the people responsible for making or influencing those decisions may be different.
Against this backdrop, Siemens Healthineers asked us to help maintain and develop its relationships with clients, doctors, scientists, advocates, influencers and decision-makers over time, particularly during periods when there was no immediate purchasing need.
The aim was to continue providing value, understand how their needs and interests were evolving, engage new stakeholders as teams changed, and ensure Siemens Healthineers remained a point of reference for a constantly evolving professional community.
It was about maintaining an active relationship that could continue to provide value to professionals, build an understanding of their changing needs and strengthen Siemens Healthineers’ leadership throughout the entire cycle. A relationship that could support future opportunities while generating valuable insights to inform business, product and customer relationship decisions.
A strategy to sustain and enrich relationships with its audiences
Siemens Healthineers already had an active relationship with its professional community through expert sessions, events, demonstrations, content and other initiatives that generated knowledge and created new points of contact with its audiences.
Our initial analysis revealed a significant opportunity within this activity: Siemens Healthineers was already generating valuable knowledge and maintaining numerous touchpoints with its professional community. The strategy therefore focused on how to make more of this existing asset — reaching more people, extending its value over time and creating continuity in the relationship with the company.
The starting point was the idea that an initiative could also reach people who had not participated directly, continue to provide value beyond the moment it took place, and connect with other content, experts and experiences. Knowledge would no longer simply be the outcome of individual initiatives, but an asset capable of keeping Siemens Healthineers present and relevant between commercial opportunities, strengthening its authority and helping the company continue to learn from its audiences.
Throughout the three-year project, research was an ongoing part of this process. We explored how doctors, scientists and other professionals engaged with this kind of knowledge and experience, what they valued and needed, and how their interests evolved.
In parallel, we worked with Siemens Healthineers’ European teams to understand their processes, tools and needs, identify opportunities for collaboration across markets, and determine what should be shared and where greater flexibility was required.
This research allowed us to continuously test decisions throughout the design and development of the experience, evolving the proposition as the project progressed.
Our initial analysis revealed a significant opportunity within this activity: Siemens Healthineers was already generating valuable knowledge and maintaining numerous touchpoints with its professional community. The strategy therefore focused on how to make more of this existing asset — reaching more people, extending its value over time and creating continuity in the relationship with the company.
The starting point was the idea that an initiative could also reach people who had not participated directly, continue to provide value beyond the moment it took place, and connect with other content, experts and experiences. Knowledge would no longer simply be the outcome of individual initiatives, but an asset capable of keeping Siemens Healthineers present and relevant between commercial opportunities, strengthening its authority and helping the company continue to learn from its audiences.
Throughout the three-year project, research was an ongoing part of this process. We explored how doctors, scientists and other professionals engaged with this kind of knowledge and experience, what they valued and needed, and how their interests evolved.
In parallel, we worked with Siemens Healthineers’ European teams to understand their processes, tools and needs, identify opportunities for collaboration across markets, and determine what should be shared and where greater flexibility was required.
This research allowed us to continuously test decisions throughout the design and development of the experience, evolving the proposition as the project progressed.
Content Hub connects knowledge, experiences and community
Together with the Siemens Healthineers team, we identified an opportunity to connect the knowledge and initiatives the company was already creating and turn them into an experience that could sustain its relationship with the professional community over time.
We conceived a space that brought together knowledge, experts, content, events and demonstrations, extending the reach of each initiative and enabling the relationship to continue beyond each individual touchpoint.
Content Hub turned this strategy into a product: a professional space through which Siemens Healthineers could provide ongoing value, strengthen its position as a trusted authority, maintain and expand its network of contacts, and progressively develop a deeper understanding of its audiences.
The knowledge, expertise, innovation and experiences Siemens Healthineers brought to the sector also became expressions of its scientific and technological leadership.
We conceived a space that brought together knowledge, experts, content, events and demonstrations, extending the reach of each initiative and enabling the relationship to continue beyond each individual touchpoint.
Content Hub turned this strategy into a product: a professional space through which Siemens Healthineers could provide ongoing value, strengthen its position as a trusted authority, maintain and expand its network of contacts, and progressively develop a deeper understanding of its audiences.
The knowledge, expertise, innovation and experiences Siemens Healthineers brought to the sector also became expressions of its scientific and technological leadership.
An experience that expands the brand universe
The new relationship Siemens Healthineers wanted to build with the medical and scientific community created new communication needs. The experience had to make complex knowledge accessible, connect very different types of content and initiatives, and present a company that was expert and technologically advanced, but also accessible, useful and close to its community.
Starting from the existing identity, we expanded the brand’s system of expression to meet this new context. We developed its narrative and verbal dimensions — message architecture, tone and content — and extended its visual, interaction and behavioural language. We also defined motion and animation principles to establish how the brand should behave in motion throughout the experience.
The aim was not to create a separate identity for Content Hub, but to evolve existing assets and develop new ones where the experience required them. Typography, composition, imagery, motion, interaction and narrative worked as parts of a single ecosystem capable of structuring complex information while expressing Siemens Healthineers’ scientific and technological positioning.
Once again, research — this time qualitative — accompanied this dimension of the project. We tested the proposition, experience structure, message architecture, content and newly developed codes with users, assessing their comprehension, relevance and the overall perception they created. These insights allowed us to refine and evolve the experience throughout the process.
The resulting system proved robust enough to extend beyond Content Hub itself. Some of the codes, styles and behaviours developed for the platform were later incorporated into other Siemens Healthineers products and communications, expanding the company’s possibilities for expression and enriching its global brand universe.
Starting from the existing identity, we expanded the brand’s system of expression to meet this new context. We developed its narrative and verbal dimensions — message architecture, tone and content — and extended its visual, interaction and behavioural language. We also defined motion and animation principles to establish how the brand should behave in motion throughout the experience.
The aim was not to create a separate identity for Content Hub, but to evolve existing assets and develop new ones where the experience required them. Typography, composition, imagery, motion, interaction and narrative worked as parts of a single ecosystem capable of structuring complex information while expressing Siemens Healthineers’ scientific and technological positioning.
Once again, research — this time qualitative — accompanied this dimension of the project. We tested the proposition, experience structure, message architecture, content and newly developed codes with users, assessing their comprehension, relevance and the overall perception they created. These insights allowed us to refine and evolve the experience throughout the process.
The resulting system proved robust enough to extend beyond Content Hub itself. Some of the codes, styles and behaviours developed for the platform were later incorporated into other Siemens Healthineers products and communications, expanding the company’s possibilities for expression and enriching its global brand universe.
Knowledge as a link between audience, brand and business
Content Hub needed to become a go-to space that gave the professional community reasons to return. Access to knowledge, experts, content and experiences made it possible to sustain the relationship with Siemens Healthineers beyond specific moments or needs.
The experience became more relevant as that relationship developed. Specialisms, interests, searches, content viewed and participation in events made it possible to progressively tailor recommendations while also helping Siemens Healthineers better understand its audience, attract new contacts, and enrich and qualify existing ones.
Connected to the company’s data ecosystem, this knowledge could inform segmentation, communications and new initiatives. Knowledge therefore worked in both directions: providing value to the community while generating, through that relationship, valuable insights for the brand and the business.
The experience became more relevant as that relationship developed. Specialisms, interests, searches, content viewed and participation in events made it possible to progressively tailor recommendations while also helping Siemens Healthineers better understand its audience, attract new contacts, and enrich and qualify existing ones.
Connected to the company’s data ecosystem, this knowledge could inform segmentation, communications and new initiatives. Knowledge therefore worked in both directions: providing value to the community while generating, through that relationship, valuable insights for the brand and the business.
An internal product connecting teams, markets and knowledge
Content Hub’s ambition was not only outward-facing. It also needed to work from within. To maintain an active relationship with the professional community, Siemens Healthineers teams needed an environment where they could manage the initiatives that shaped that relationship.
We designed an internal product that allowed teams to create and publish content, prepare webinars, organise events and demonstrations, manage invitations and attendees, coordinate communications, and track each initiative.
But its role went beyond management. By working on a shared infrastructure, different European teams could share resources, reuse content and initiatives, and benefit from knowledge generated in other markets, rather than each team having to solve similar needs independently.
The product also connected this activity with corporate data, marketing and relationship-management tools, enabling processes to be automated and keeping the knowledge generated at each touchpoint connected.
Content Hub helped create and optimise synergies, operating as a system with two connected experiences: one designed to provide value to the medical and scientific community, and another giving Siemens Healthineers teams the capabilities they needed to manage, share and evolve that relationship.
We designed an internal product that allowed teams to create and publish content, prepare webinars, organise events and demonstrations, manage invitations and attendees, coordinate communications, and track each initiative.
But its role went beyond management. By working on a shared infrastructure, different European teams could share resources, reuse content and initiatives, and benefit from knowledge generated in other markets, rather than each team having to solve similar needs independently.
The product also connected this activity with corporate data, marketing and relationship-management tools, enabling processes to be automated and keeping the knowledge generated at each touchpoint connected.
Content Hub helped create and optimise synergies, operating as a system with two connected experiences: one designed to provide value to the medical and scientific community, and another giving Siemens Healthineers teams the capabilities they needed to manage, share and evolve that relationship.
Experiences can also expand how a brand expresses itself
Content Hub grew out of a business need: to maintain an ongoing relationship with a professional community in a market with long sales cycles, better understand its needs, and strengthen Siemens Healthineers’ scientific and technological leadership beyond moments of purchase.
Knowledge became the link that sustained that relationship, and the product became the means of making it possible. An experience that provided ongoing value, strengthened Siemens Healthineers’ position as a trusted authority within the community and, at the same time, generated actionable insights to inform future business, product and customer relationship decisions.
This new context allowed us to develop new narrative, visual, motion and interaction assets from the existing identity. In some cases, these went beyond Content Hub itself and were incorporated into other Siemens Healthineers experiences and communications. What began as a response to the needs of a new experience ultimately expanded the global brand’s possibilities for expression.
Knowledge became the link that sustained that relationship, and the product became the means of making it possible. An experience that provided ongoing value, strengthened Siemens Healthineers’ position as a trusted authority within the community and, at the same time, generated actionable insights to inform future business, product and customer relationship decisions.
This new context allowed us to develop new narrative, visual, motion and interaction assets from the existing identity. In some cases, these went beyond Content Hub itself and were incorporated into other Siemens Healthineers experiences and communications. What began as a response to the needs of a new experience ultimately expanded the global brand’s possibilities for expression.
Expanding without fragmenting
When a brand enters new contexts, new needs, behaviours and ways of interacting emerge. Designing these coherently does not mean simply reproducing what already exists. It can also be an opportunity to enrich the system, develop its narrative and find new ways to express its positioning.
It is about expanding without fragmenting: making the most of each touchpoint to grow the brand universe without losing what makes it recognisable.
An identity shapes a brand’s experiences. But new experiences can also expand the possibilities for expressing that identity.
It is about expanding without fragmenting: making the most of each touchpoint to grow the brand universe without losing what makes it recognisable.
An identity shapes a brand’s experiences. But new experiences can also expand the possibilities for expressing that identity.
