Case Study · Reputation and Narrative Strategy · Yearbook of Campaigns 2025
Hum Karke
Dikhate Hain.
How a television campaign became a distributed narrative system, shifting a conglomerate from defensive posture to institutional storytelling at national scale. Featured in Yearbook of Campaigns 2025, page 11 of 621.
Recognition
Featured in
Yearbook of Campaigns 2025.
The Hum Karke Dikhate Hain campaign was selected for the Yearbook of Campaigns 2025, appearing on page 11 of 621 entries. The citation recognised the campaign for humanising infrastructure at scale, repositioning Adani from industrial assets to lived, everyday progress.
Yearbook entry, page 11
Campaign overview and results
Building impact, results and team quotes
The Challenge
The problem was not
awareness. It was legitimacy.
In the wake of intense public and market scrutiny, Adani Group launched a national brand platform anchored in a 100-second TVC developed by Ogilvy India, celebrating 35 years of service and positioning the Group's identity around resilience, execution and nation-building.
The immediate challenge was not visibility. It was coherence. The Group operated across independently governed, market-leading businesses in energy, logistics, airports, materials and consumer sectors, each with its own audience, tone of voice and credibility expectations. A singular corporate statement, however powerful on television, risked fracturing the moment it touched each vertical.
"The real problem was not: how do we promote a campaign? It was: how do we shift public perception when attention is high and sentiment is volatile?"
Challenges included breaking through cluttered media environments, overcoming category barriers of impersonal infrastructure, engaging diverse audiences across languages and geographies, and achieving emotional resonance at scale.
The Big Idea
Reframe infrastructure as
felt and lived progress.
The critical insight: impact is real only when it is emotionally and tangibly felt. The campaign humanised infrastructure through emotionally resonant stories, each connecting a specific Adani business to a human life changed by its existence.
01
Pehle Pankha, Phir Bijli
Made green energy aspirational, connecting renewable power to the everyday lives of people waiting for reliable electricity across India
02
Journey of Dreams
Positioned ports as gateways to opportunity, showing how infrastructure built for trade becomes the platform for individual ambition
03
Suraj Bhaiya Hain Naa
Showcased rural transformation, connecting the Group's infrastructure work to tangible change in the daily lives of communities
04
Aapke Safar Ke Humsafar
Elevated airports with care and connection, repositioning them from functional transit points to human experiences defined by warmth
My Role
From broadcast moment
to narrative system.
My role was to convert the television campaign into a live communication system operating across paid, earned and owned media simultaneously. The TVC was the starting point. My work was everything that came after it.
From
Responding to criticism
Broadcast messaging
Centralised brand control
Fragmented business unit voices
Campaign as a moment
To
Owning a larger narrative about impact
Distributed narrative ownership
Community-carried storytelling
One spine, ten authentic voices
Campaign as an ongoing system
The System
One spine.
Every channel.
The execution discipline was integration. Paid, owned and earned media were sequenced as a single encounter. Audiences met the same idea through different interactions rather than repeated ads. Vernacular ecosystems were activated. Tier 2 and 3 creators carried the narrative beyond the brand's own channels.
Paid
TVC, 80+ channels, 20,000+ spots
10 languages, 400+ GRPs
Shark Tank, Indian Idol integrations
India vs England cricket placement
OOH at Ahmedabad and Jaipur airports
Owned
Social platforms, group and BU level
10+ vernacular ecosystems
Ports of Progress storytelling
Parivartan narrative platform
Leadership LinkedIn and Twitter
Earned
Media relations and PR
Tier 2 and 3 creator activation
Community narrative ownership
Real-time social listening and response
Sentiment-driven messaging adaptation
Results
Numbers that shifted
a reputation.
Reach and Scale
290M+
Impressions across platforms
10
Languages across TV and digital
Brand Perception Shifts
+26%
Brand awareness uplift
+23%
Infrastructure leadership perception
+23%
Positive impact on Indian lives
+27%
Diversified presence recognition
Community and Distribution
1.01M
Community growth across channels
10+
Business units aligned under one narrative spine
"This series celebrates our purpose beyond scale and speed, creating pathways for progress and dreams. Each film reflects our unwavering commitment to meaningful impact across India."
Ajay Kakar, Head of Corporate Branding, Adani
"The Adani Hum Karke Dikhate Hai journey reflects how the Group is transforming lives across India. Each narrative connects deeply with our audience, conveying the brand's purpose in a powerful, emotional way."
Harshad Rajadhyaksha and Kainaz Karmakar, Chief Creative Officers, Ogilvy
What this work actually was
Infrastructure companies do not just sell products. They must justify their existence socially. HKKDH demonstrates three capabilities operating under pressure: strategic thinking when stakes are high and information is incomplete; narrative architecture that connects business, culture and public sentiment at scale; and an adaptive, feedback-driven communication system. This was not campaign execution. It was reputation infrastructure. And the Yearbook of Campaigns 2025 recognised it as such.