Business Design for World Association of Girl Guides & Girl Scouts

Reigniting the flame for the global girls' movement

For over one hundred years, the Girl Guides and Girl Scouts has been the only global movement dedicated to any and every girl. In 150 countries, across cultural, religious, social and ethnic diversity, the movement empowers ten million girls and young women to be the best they can be.

Powered by volunteers, the movement comes together under the umbrella of the World Association of Girl Guides and Girl Scouts (WAGGGS), its central body. 

As the organisation was questioning its role in an increasingly complex and crowded girl empowerment space, Moving Brands was invited to partner closely with senior leaders to define its purpose and support its internal change management programme.


As many of the stakeholders had been members of Girl Guides or Girl Scouts and had histories with the organisation dating decades, their investment in the transformation process was both complete and impassioned. Our stakeholder engagement process was designed to be inclusive and participatory, ensuring stakeholders were closely involved in the legacy we were shaping together.

Our first step was to scrutinise the organisation. The resultant assessment fundamentally shifted how the organisation perceived its own future. We helped clarify the difference between an organisation and a movement and highlighted why WAGGGS role as the central body of a movement would allow it to deliver the biggest positive impact.

The assessment included a redefined organisation model, outlining WAGGGS three key roles:
– Hold the flame of the movement
– Develop and grow the movement
– Act as a bridge between groups within and outside the movement

This model was created to set boundaries for decision making and has since informed a review of WAGGGS’ service definition and strategy, its business organisation, its growth strategy, customer definition and its measurements of success.

This model also formed the basis of the Value Proposition which succinctly captured who WAGGGS existed to support, what services they provided, and the value they delivered.

This phase of strategic work provided WAGGGS with a clear role and provided a sense of legitimacy and urgency for the important and powerful work they do in support of girls the world over.

From here, we went on to bring this vision to life through a new identity system.