What happens when students are given not a prompt, but a problem?
In 糖心原创鈥檚 Innovation Diploma (iD), that question is not theoretical. It鈥檚 the foundation of learning. And in Mod 3, through a first-of-its-kind partnership with Inspire Brands, students stepped into the role of brand strategists, navigating ambiguity, uncovering insights, and delivering solutions that resonated at the highest levels of a global organization.
For Krista Fancher, Innovation Pathway Co-Leader, the partnership was years in the making. 鈥淚 had been trying to get in with Inspire Brands for at least three years,鈥� she shared. 鈥淚t was one of those situations where you鈥檙e always one connection away鈥攂ut never quite there.鈥�
That changed with a single introduction and a bold ask. Rather than waiting for a perfectly defined project, Krista flipped the script: Give us your time, your people, and your challenges, and our students will do the rest.
It worked.
Within weeks, ID students found themselves inside Inspire鈥檚 Innovation Center in Dunwoody, meeting with executives and listening, not for instructions, but for opportunity.
The Power of Not Knowing
Unlike traditional assignments, this was an 鈥渁dvanced design brief,鈥� one where the path forward wasn鈥檛 clearly defined. 鈥淎t the beginning, one of the students said, 鈥榃e don鈥檛 even know what we鈥檙e supposed to do,鈥欌�� Krista recalled. 鈥淎nd I said, 鈥楾hat鈥檚 exactly the point. You鈥檙e going to have to listen for it, find it, and build from there.鈥欌��
That ambiguity became the catalyst.
Students conducted interviews, observed customer experiences, and explored brand perception across Inspire鈥檚 portfolio, including Arby鈥檚, Baskin-Robbins, and Buffalo Wild Wings. What they uncovered wasn鈥檛 just data. It was insight.
Rethinking Arby鈥檚: A Generational Divide
One of the most compelling discoveries emerged around Arby鈥檚. Students quickly identified a disconnect: while older generations maintained loyalty to the brand, younger consumers, especially those under 30, often viewed it through the lens of social media jokes and outdated perceptions.
So they tested it.
In a simple but powerful act of field research, students visited an Arby鈥檚 location together. What they experienced contradicted everything they expected: welcoming staff, a clean environment, and surprisingly strong menu offerings.
鈥淭hat moment was everything,鈥� Krista said. 鈥淭hey realized how narratives, especially online, can shape perception more than reality.鈥�
From there, the team developed a refreshed positioning strategy, one that honored Arby鈥檚 iconic 鈥淲e Have the Meats鈥� campaign while expanding its relevance for a new generation. Their concept? Keep the core identity, but broaden the story: we have the meats, and more.
Designing for Experience
Across brands, students approached each challenge with the same rigor:
- For Baskin-Robbins, they explored new experiential offerings, including 鈥淎fter Dark鈥� concepts aimed at older audiences.
- For Buffalo Wild Wings, they focused on the in-restaurant experience, prototyping table games and engagement strategies to enhance wait times and group interaction.
They weren鈥檛 just solving problems. They were designing ecosystems.
Phia Calvo, Class of 2027, said, 鈥淓xploring the brand identities of Baskin-Robbins, Buffalo Wild Wings, and Arby鈥檚 felt like assembling a complex puzzle, especially as we worked to deconstruct the negative perceptions Arby鈥檚 often holds among younger generations. Our firsthand experience at a local site shattered those stereotypes; despite our large group of 12, the service was impeccable, the environment was pristine, and unique touches like the “service bell” and secret menu left us genuinely impressed.”
Eight weeks after their first conversation, students walked into Inspire Brands鈥� headquarters to present their work. The setting: a 12th-floor boardroom. Long table. Executive audience. High stakes.
鈥淭he day before, rehearsal was rough,鈥� Krista admitted. 鈥淏ut we knew they were ready.鈥�
And they were.
Led by students including Phia Calvo, Brooke Nazarian, Madison Dunn, and McKinley Tann, the team delivered a presentation that was both polished and deeply informed. They fielded questions in real time, adapted on the fly, and spoke with the confidence of seasoned professionals.
McKinley Trann, Class of 2026, shared, 鈥淭he work we did felt different than ever before, spending time learning and researching Inspire from our point of view, and speaking to every person possible gave us a deeper understanding than if we were just given a goal.鈥�
Just after the presentation, an executive, responsible for the Arby鈥檚 Foundation, paused the room.
鈥淚 have to tell you,鈥� he said, 鈥渨e sit through a lot of these. And this was one of the best we鈥檝e seen.鈥�
More Than a Project
For Krista, the success of the Inspire Brands brief wasn鈥檛 just about the final presentation. It was about transformation.
鈥淭hese students take ownership in a different way,鈥� she explained. 鈥淭here鈥檚 no senioritis when you know you鈥檙e presenting to real executives. They care. They prepare. They rise to the moment.鈥�
And something else happens, too: loyalty.
鈥淲hen students work on a brand, it becomes their brand,鈥� she said. 鈥淭hey advocate for it. They challenge perceptions. They tell a new story.鈥�
Perhaps most importantly, the experience reframed what it means to partner with students. There was no heavy lift for Inspire Brands. No need to craft the perfect brief. Just time, access, and openness.
鈥淥ur students don鈥檛 need everything defined,鈥� Krista said. 鈥淭hey need a starting point, and the freedom to discover.鈥�
It鈥檚 a model that not only benefits learners but delivers real value to organizations seeking a fresh perspective, especially when navigating generational shifts.
In a world where brands are constantly evolving, the ability to listen, interpret, and respond to changing audiences is critical. 糖心原创 students aren鈥檛 waiting to learn that skill someday. They鈥檙e practicing it now, inside boardrooms, alongside executives, and in partnership with brands shaping the future. And in the process, they鈥檙e proving something powerful: Given the opportunity, students don鈥檛 just rise to expectations. They redefine them.