The Big Inclusion
Project
Client – Dentons
Industry – World’s Largest Law Firm
Project Type – 22 Corporate Culture Videos
The Challange
Dentons launched The Big Inclusion Project, bringing together 22 teams from across the world to develop proposals for implementing inclusion within the organisation. Each team had to present its proposal through a two-minute film, and our task was to produce all 22 films.
The challenge was the scale and logistics of the production: around 200 people across five continents, with just three months from the initial concept to delivery of all 22 films. Coordinating so many teams, locations and contributors within such a tight timeframe required a production model that could work across the entire organisation.
„I have just watched all the videos on our internal site and they are great. I want to have the opportunity to meet you in person and say thanks.”
Jay Connolly, Global Chief Talent Officer, Dentons
Our Creative Approach
With 22 teams spread across five continents, a conventional production involving our crew travelling around the world to shoot each team was simply not realistic within the timeframe and budget. We therefore developed a remote production model that allowed each team to produce its own footage, while keeping the entire post-production process in our hands in Poland.
Teams could choose from four production formats depending on how much they wanted to do themselves: they could record a voice-over explaining their idea, have one team member present the proposal on camera, involve several team members in a video presentation, or, as the most hands-on option, write a script with scripted scenes and film them themselves. We would then turn their material into a finished film, combining it with stock footage, motion graphics and animated keywords where appropriate.
To make the process manageable across 22 teams, we created a dedicated production guide covering the schedule, available formats, filming guidelines and each step of the process. Each team appointed one or two people as our direct contacts, while our five-person production unit consisted of a production manager and four editors, each assigned to specific teams.
The project followed a structured production workflow: pre-production and scripting, filming and technical approval of the material, followed by editing and two rounds of revisions. This allowed 22 very different teams, working across five continents, to work within one coherent production framework.
The Result
The editing period was scheduled for four weeks, yet the material for the final film arrived just two days before the deadline. Even with such a tight turnaround, all 22 films were completed, approved by their respective teams and delivered on time.
Despite much of the footage being self-shot by people with no filmmaking experience, the films were very well received internally. The client highlighted that our work had brought the teams’ ideas to life and created an engaging way to continue the discussion internally.
