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Rebrand Leadership
Brand Transformation
Rebrand Strategy
Rebranding Process
Rebrand Implementation
ARTICLE #13
Table of contents
Who is driving your rebrand?
Rebrand Leadership
Brand Transformation
Rebrand Strategy
Rebranding Process
Rebrand Implementation
Written by:
3 min read
Updated on: March 13, 2024
Toni Hukkanen
Head of Design
Creative Direction, Brand Direction
Toni Hukkanen
Head of Design
Creative Direction, Brand Direction
Many people assume the CEO or CMO holds the sole responsibility for a rebrand. Putting the entire load on one individual, however, can create serious headaches. Executive leaders matter, but a rebrand seldom relies on just one person. It's like a band: the lead singer might be the star, but the music falls flat without the rest of the group.
In reality, large corporate initiatives hinge on strong relationships among project owners, stakeholders, and partners. Rebranding calls for a shared effort, with each participant knowing precisely what they need to do. So, who else belongs on your team? How can you gain their support? What details and resources do they need to bring your concept to life? Let’s take a look at the essential players.
Many people assume the CEO or CMO holds the sole responsibility for a rebrand. Putting the entire load on one individual, however, can create serious headaches. Executive leaders matter, but a rebrand seldom relies on just one person. It's like a band: the lead singer might be the star, but the music falls flat without the rest of the group.
In reality, large corporate initiatives hinge on strong relationships among project owners, stakeholders, and partners. Rebranding calls for a shared effort, with each participant knowing precisely what they need to do. So, who else belongs on your team? How can you gain their support? What details and resources do they need to bring your concept to life? Let’s take a look at the essential players.
The role of DACI Framework in rebranding
The role of DACI Framework in rebranding
Each rebrand project needs a defined leadership approach, often guided by the DACI decision-making structure. Before kicking off any major initiative, it’s crucial to identify the specific individuals and responsibilities in play. This step ensures both agency and client teams understand who oversees various tasks and what each person is accountable for.
Projects can become chaotic when no clear leader takes the wheel. Gaps in direction slow everything down, cause timeline shifts, and frustrate team members. A named Driver, on the other hand, keeps things running smoothly 99% of the time.
Driver
The Driver sits at the centre of a rebrand, handling day-to-day organisation, stakeholder communication, and general project management without holding final approval power. This person schedules vital discussions, keeps everyone updated on progress, and maintains focus so the effort moves forward in a steady rhythm.
Approver
The Approver makes the ultimate call on rebrand decisions. Often, it’s a CEO or co-founder. Some projects involve more than one Approver, but too many can delay key verdicts. Limiting the number of final sign-offs usually keeps things moving at a healthier pace.
Contributors
Contributors share perspectives and specialised knowledge from departments such as marketing or product development. The Driver selects these individuals and engages them during group decisions. Their input informs a wide range of possibilities, though the group should avoid letting too many opinions stall progress.
Informed
These individuals are not directly involved in decision-making, yet they still need regular updates on the project. Sales, customer support, and investor relations often fall into this category. Keeping them in the loop helps align their day-to-day work with the evolving brand.
Each rebrand project needs a defined leadership approach, often guided by the DACI decision-making structure. Before kicking off any major initiative, it’s crucial to identify the specific individuals and responsibilities in play. This step ensures both agency and client teams understand who oversees various tasks and what each person is accountable for.
Projects can become chaotic when no clear leader takes the wheel. Gaps in direction slow everything down, cause timeline shifts, and frustrate team members. A named Driver, on the other hand, keeps things running smoothly 99% of the time.
Driver
The Driver sits at the centre of a rebrand, handling day-to-day organisation, stakeholder communication, and general project management without holding final approval power. This person schedules vital discussions, keeps everyone updated on progress, and maintains focus so the effort moves forward in a steady rhythm.
Approver
The Approver makes the ultimate call on rebrand decisions. Often, it’s a CEO or co-founder. Some projects involve more than one Approver, but too many can delay key verdicts. Limiting the number of final sign-offs usually keeps things moving at a healthier pace.
Contributors
Contributors share perspectives and specialised knowledge from departments such as marketing or product development. The Driver selects these individuals and engages them during group decisions. Their input informs a wide range of possibilities, though the group should avoid letting too many opinions stall progress.
Informed
These individuals are not directly involved in decision-making, yet they still need regular updates on the project. Sales, customer support, and investor relations often fall into this category. Keeping them in the loop helps align their day-to-day work with the evolving brand.
Key drivers of a rebrand
A rebrand is rarely a one-person show. In fact, pulling it off successfully often means rallying everyone, from the executive suite to the daily frontline heroes, to ensure that your new identity actually hits home. Once you recognize which internal and external stakeholders call the shots (or at least heavily influence the process), you can manage them in a way that keeps your business on track toward a fresh, cohesive brand.
Internal stakeholders
Internal Stakeholders are the driving force behind any rebrand because they’re the ones who make it happen day-to-day. Each has a distinct role: leadership guides strategy, marketing staff refine the brand’s public image, operational heads translate lofty ideas into action, product developers ensure the new brand identity aligns with what customers actually experience, and frontline teams are your living ambassadors who interact directly with customers. If any one of them is left out of the loop, the rebrand can stumble; if they all work in sync, you’ve got the momentum needed to reintroduce your brand in a powerful, unified way.
Leadership (CEO, CMO)
CFO for financial support
Senior marketing team
Operational leaders
Product development team
Frontline employees
External stakeholders
External Stakeholders sit on the receiving end of the rebrand but also hold considerable influence over its success. This category includes everyone beyond your company walls—most notably customers who will decide if the new identity resonates or falls flat, and investors who want reassurance that this big makeover will pay off. Customers are often looking for honest stories and consistent messaging that align with the experiences they’ve had with your brand.
Customers
Clients
Investors
A rebrand is rarely a one-person show. In fact, pulling it off successfully often means rallying everyone, from the executive suite to the daily frontline heroes, to ensure that your new identity actually hits home. Once you recognize which internal and external stakeholders call the shots (or at least heavily influence the process), you can manage them in a way that keeps your business on track toward a fresh, cohesive brand.
Internal stakeholders
Internal Stakeholders are the driving force behind any rebrand because they’re the ones who make it happen day-to-day. Each has a distinct role: leadership guides strategy, marketing staff refine the brand’s public image, operational heads translate lofty ideas into action, product developers ensure the new brand identity aligns with what customers actually experience, and frontline teams are your living ambassadors who interact directly with customers. If any one of them is left out of the loop, the rebrand can stumble; if they all work in sync, you’ve got the momentum needed to reintroduce your brand in a powerful, unified way.
Leadership (CEO, CMO)
CFO for financial support
Senior marketing team
Operational leaders
Product development team
Frontline employees
External stakeholders
External Stakeholders sit on the receiving end of the rebrand but also hold considerable influence over its success. This category includes everyone beyond your company walls—most notably customers who will decide if the new identity resonates or falls flat, and investors who want reassurance that this big makeover will pay off. Customers are often looking for honest stories and consistent messaging that align with the experiences they’ve had with your brand.
Customers
Clients
Investors
1. Leadership (CEO)
CEOs diving into a rebrand often worry about leaving money on the table—if the whole organization isn’t on board, the rebrand could fizzle, and the effort (plus budget) goes to waste. New CEOs, especially, tend to view rebranding as a powerful way to signal fresh direction and purpose. But to make it pay off, they need a solid business case that weighs the benefits against the costs of not rebranding at all—and ensures the final budget covers all necessary line items (like market research, design assets, rollout campaigns, and any post-launch support). It’s not just about slapping on a new logo; it’s about backing that visual change with real operational and cultural buy-in.
Additionally, CEOs should push for a multifunctional rebrand team (so finance, marketing, and product can each bring their insights), insist on a measurable return (are we aiming for a jump in brand recognition, a revenue bump, or both?), and always keep the long-term “what next?” in sight. That endgame approach helps the rebrand steer the company forward, rather than becoming just another one-off initiative that fades once the excitement dies down.
CEOs diving into a rebrand often worry about leaving money on the table—if the whole organization isn’t on board, the rebrand could fizzle, and the effort (plus budget) goes to waste. New CEOs, especially, tend to view rebranding as a powerful way to signal fresh direction and purpose. But to make it pay off, they need a solid business case that weighs the benefits against the costs of not rebranding at all—and ensures the final budget covers all necessary line items (like market research, design assets, rollout campaigns, and any post-launch support). It’s not just about slapping on a new logo; it’s about backing that visual change with real operational and cultural buy-in.
Additionally, CEOs should push for a multifunctional rebrand team (so finance, marketing, and product can each bring their insights), insist on a measurable return (are we aiming for a jump in brand recognition, a revenue bump, or both?), and always keep the long-term “what next?” in sight. That endgame approach helps the rebrand steer the company forward, rather than becoming just another one-off initiative that fades once the excitement dies down.
2. CFO to provide financial support
A successful rebrand doesn’t just need creative flair, it also needs serious budgeting to make sure the vision becomes reality. That’s where the CFO steps in, crafting realistic multi-year financial plans so you can actually finish what you start. Even though a CFO might grasp the strategic upside of rebranding, they won’t just rubber-stamp a big, open-ended budget. You’ve got to show them how this initiative aligns with the company’s larger goals and, crucially, how the proposed spend translates into tangible value.
Clarity on costs and scope: Before you propose anything, get real about what everything costs—from design assets to marketing rollouts. If you can show detailed cost breakdowns, plus a timeline of when and how funds will be used, the CFO’s more likely to buy in.
Long-term commitment: Think beyond a single fiscal year. Maybe you’ll need additional funds for a phase-two rollout or internal training programs. By outlining those future expenses now, you show you’ve done your homework.
Highlight efficiencies: Sure, a rebrand can be a big expense, but it can also trim costs elsewhere—like consolidating outdated collateral or syncing up multiple product lines under one cohesive identity. Don’t forget to spotlight these potential savings, since they help justify the initial cash outlay.
In short, bringing your CFO on board means translating creative vision into numbers and strategy. Show them how the rebrand can streamline operations, boost customer recognition, and ultimately deliver a healthier bottom line. If you do that convincingly, you’ll have a much easier time securing the financial support you need.
A successful rebrand doesn’t just need creative flair, it also needs serious budgeting to make sure the vision becomes reality. That’s where the CFO steps in, crafting realistic multi-year financial plans so you can actually finish what you start. Even though a CFO might grasp the strategic upside of rebranding, they won’t just rubber-stamp a big, open-ended budget. You’ve got to show them how this initiative aligns with the company’s larger goals and, crucially, how the proposed spend translates into tangible value.
Clarity on costs and scope: Before you propose anything, get real about what everything costs—from design assets to marketing rollouts. If you can show detailed cost breakdowns, plus a timeline of when and how funds will be used, the CFO’s more likely to buy in.
Long-term commitment: Think beyond a single fiscal year. Maybe you’ll need additional funds for a phase-two rollout or internal training programs. By outlining those future expenses now, you show you’ve done your homework.
Highlight efficiencies: Sure, a rebrand can be a big expense, but it can also trim costs elsewhere—like consolidating outdated collateral or syncing up multiple product lines under one cohesive identity. Don’t forget to spotlight these potential savings, since they help justify the initial cash outlay.
In short, bringing your CFO on board means translating creative vision into numbers and strategy. Show them how the rebrand can streamline operations, boost customer recognition, and ultimately deliver a healthier bottom line. If you do that convincingly, you’ll have a much easier time securing the financial support you need.
3. Senior members of the marketing team
Marketing veterans often feel deeply tied to the legacy of their brand. They’ve probably poured years of effort into building its identity, so the idea of tossing it out for something new can stir up more than a little hesitation—or even outright resistance. That emotional connection is a double-edged sword: on one hand, it shows how invested they are in the company’s success. On the other hand, ambivalence can seep into the broader organization if your marketing function is decentralized. Remember, employees look to marketing for cues, and if your top marketers don’t fully embrace the rebrand, everyone else might read that as a sign it’s doomed. To bring them on board:
Explain the “why”: Don’t just present a done deal with a shiny new logo. Walk them through the reasoning—maybe the old brand no longer reflects the company’s direction or fails to capture new market opportunities. Provide real evidence (changing customer demographics, emerging markets, product expansions) so they can see the bigger picture.
Encourage open dialogue: They may have genuine concerns about losing brand equity you’ve spent years building. Address each point head-on. Maybe you’re not scrapping the old identity entirely but evolving it, retaining core elements while refreshing what’s stale.
Give them ownership: Involve your marketing leads in key decisions—like selecting color palettes or messaging frameworks—so they feel connected to the outcome, not just tasked with “selling” something they didn’t help shape.
By giving senior marketers a front-row seat in the rebrand’s planning and strategy, you let them champion the changes with genuine conviction. And if they’re confident, the rest of the company will likely follow.
Marketing veterans often feel deeply tied to the legacy of their brand. They’ve probably poured years of effort into building its identity, so the idea of tossing it out for something new can stir up more than a little hesitation—or even outright resistance. That emotional connection is a double-edged sword: on one hand, it shows how invested they are in the company’s success. On the other hand, ambivalence can seep into the broader organization if your marketing function is decentralized. Remember, employees look to marketing for cues, and if your top marketers don’t fully embrace the rebrand, everyone else might read that as a sign it’s doomed. To bring them on board:
Explain the “why”: Don’t just present a done deal with a shiny new logo. Walk them through the reasoning—maybe the old brand no longer reflects the company’s direction or fails to capture new market opportunities. Provide real evidence (changing customer demographics, emerging markets, product expansions) so they can see the bigger picture.
Encourage open dialogue: They may have genuine concerns about losing brand equity you’ve spent years building. Address each point head-on. Maybe you’re not scrapping the old identity entirely but evolving it, retaining core elements while refreshing what’s stale.
Give them ownership: Involve your marketing leads in key decisions—like selecting color palettes or messaging frameworks—so they feel connected to the outcome, not just tasked with “selling” something they didn’t help shape.
By giving senior marketers a front-row seat in the rebrand’s planning and strategy, you let them champion the changes with genuine conviction. And if they’re confident, the rest of the company will likely follow.
4. Operational leaders
The folks in Operations—like HR, IT, Facilities, and Legal—are the ones who’ll actually roll up their sleeves and bring your rebrand to life on the ground. That might mean swapping out signage, updating software platforms, revising employment contracts, or even ensuring new brand guidelines comply with legal standards. Basically, these teams are the backbone of the rebrand, handling everything from digital asset conversions to physical storefront makeovers.
They already have a full plate: Remember, these partners are juggling their day jobs, so cramming in a major brand overhaul on top can feel overwhelming. If you want them on board, acknowledge the extra tasks and explore ways to streamline or offload some of it—like hiring additional vendors or granting temporary budget for freelance help.
Coordination & communication: It’s not just about changing logos. Operations has to keep employees in the loop with training or tutorials on the new brand values, updated collateral, or any revised protocols. If you skip this crucial step, you risk confusion and wasted effort across departments.
Securing their buy-in: Show empathy up front. Let them know you get how much extra work this might involve. Then, equip them with clear timelines, simple processes, and the resources they need. When Operations feels supported—and not blindsided or overburdened—they’ll commit to making the transition smooth.
By collaborating closely with these operational leaders and removing friction wherever possible, you’ll lay a solid foundation for the entire rebrand. Because if rebranded assets don’t get deployed properly (or if employees have no idea how to use them), even the most brilliant visual overhaul can fall flat.
The folks in Operations—like HR, IT, Facilities, and Legal—are the ones who’ll actually roll up their sleeves and bring your rebrand to life on the ground. That might mean swapping out signage, updating software platforms, revising employment contracts, or even ensuring new brand guidelines comply with legal standards. Basically, these teams are the backbone of the rebrand, handling everything from digital asset conversions to physical storefront makeovers.
They already have a full plate: Remember, these partners are juggling their day jobs, so cramming in a major brand overhaul on top can feel overwhelming. If you want them on board, acknowledge the extra tasks and explore ways to streamline or offload some of it—like hiring additional vendors or granting temporary budget for freelance help.
Coordination & communication: It’s not just about changing logos. Operations has to keep employees in the loop with training or tutorials on the new brand values, updated collateral, or any revised protocols. If you skip this crucial step, you risk confusion and wasted effort across departments.
Securing their buy-in: Show empathy up front. Let them know you get how much extra work this might involve. Then, equip them with clear timelines, simple processes, and the resources they need. When Operations feels supported—and not blindsided or overburdened—they’ll commit to making the transition smooth.
By collaborating closely with these operational leaders and removing friction wherever possible, you’ll lay a solid foundation for the entire rebrand. Because if rebranded assets don’t get deployed properly (or if employees have no idea how to use them), even the most brilliant visual overhaul can fall flat.
5. Product development team
Alongside marketing, your product development crew is key to making sure your new brand identity syncs perfectly with what you actually sell or produce. Think about packaging design, user interfaces, or even how the product name and branding appear in technical docs. If marketing supplies the creative spark, product dev can confirm what’s actually feasible—and tweak timelines to fit real-world constraints.
Collaborative roadmaps: While marketing sets out the look and feel, product dev has to align on deadlines and budget. If you’re adding a new color scheme or brand aesthetic across software UIs, that might involve extra dev sprints or testing phases.
No surprises: Regular check-ins keep your product folks from feeling blindsided by last-minute brand decisions. Loop them in early so they can plan for any redesign or user experience revamp.
Quality + Consistency: Updating everything from software icons to packaging requires a consistent approach to brand style, but also a heads-up on any user-facing changes—especially if those changes affect user training, onboarding, or documentation.
Alongside marketing, your product development crew is key to making sure your new brand identity syncs perfectly with what you actually sell or produce. Think about packaging design, user interfaces, or even how the product name and branding appear in technical docs. If marketing supplies the creative spark, product dev can confirm what’s actually feasible—and tweak timelines to fit real-world constraints.
Collaborative roadmaps: While marketing sets out the look and feel, product dev has to align on deadlines and budget. If you’re adding a new color scheme or brand aesthetic across software UIs, that might involve extra dev sprints or testing phases.
No surprises: Regular check-ins keep your product folks from feeling blindsided by last-minute brand decisions. Loop them in early so they can plan for any redesign or user experience revamp.
Quality + Consistency: Updating everything from software icons to packaging requires a consistent approach to brand style, but also a heads-up on any user-facing changes—especially if those changes affect user training, onboarding, or documentation.
6. External stakeholders (customers, clients, investors)
Rolling out a fresh brand look to the outside world calls for thoughtful communication—and possibly a small army of helpers. Branding agencies, PR teams, social media managers, event planners, and graphic designers all come into play here. The challenge? These groups often work in silos. It’s your job to unite them so the rebrand message is consistent across every channel.
Unified planning: Instead of separately briefing your PR agency and your investor relations team, bring them together in ideation sessions. That way, you avoid the classic “too many cooks in the kitchen” syndrome.
Invite all perspectives: Yes, your customers care about how the new brand looks and feels—so let them weigh in. Survey them, host focus groups, or gather feedback during soft launches. Meanwhile, keep investors in the loop about how this new identity might open new markets or fuel brand recognition.
Post-approval prep: After finalizing the brand strategy, share the plan with industry analysts and investor relations reps. Show them the roadmap for brand rollout—like timeline, budget, and major campaign highlights—so they can help build positive buzz, not question last-minute surprises.
Rolling out a fresh brand look to the outside world calls for thoughtful communication—and possibly a small army of helpers. Branding agencies, PR teams, social media managers, event planners, and graphic designers all come into play here. The challenge? These groups often work in silos. It’s your job to unite them so the rebrand message is consistent across every channel.
Unified planning: Instead of separately briefing your PR agency and your investor relations team, bring them together in ideation sessions. That way, you avoid the classic “too many cooks in the kitchen” syndrome.
Invite all perspectives: Yes, your customers care about how the new brand looks and feels—so let them weigh in. Survey them, host focus groups, or gather feedback during soft launches. Meanwhile, keep investors in the loop about how this new identity might open new markets or fuel brand recognition.
Post-approval prep: After finalizing the brand strategy, share the plan with industry analysts and investor relations reps. Show them the roadmap for brand rollout—like timeline, budget, and major campaign highlights—so they can help build positive buzz, not question last-minute surprises.
7. Your frontline employees
These are the team members who bring your brand promise to life every single day. If they’re lukewarm on the new identity, your polished rebrand could feel half-hearted in practice. But if they’re pumped up and genuinely believe in it, they’ll be your most powerful ambassadors.
Launch events and trainings: You might organize fun internal kickoffs—like an employee-only unveiling or casual town-hall Q&A. Sprinkle in some share-worthy videos so everyone “gets” what’s changing and why.
Peer-to-peer advocate programs: Recognize that employees talk to each other far more often than they talk to upper management. Creating a small group of “brand champions” in each department can spread enthusiasm and field questions, ensuring everyone stays updated.
Feedback and involvement: Ask your frontline folks for their two cents on how the rebrand might alter their day-to-day. Are they worried customers will get confused? Do they need updated scripts or digital templates? By addressing these questions ahead of time, you’ll smooth the transition for them—and the customers they serve.
In the end, your brand evolves successfully when everyone—from product dev to frontline staff to external partners—marches in the same direction with a shared vision. The more cohesive your teamwork is, the smoother (and more impactful) your rebrand will be in the eyes of the people who matter most.
These are the team members who bring your brand promise to life every single day. If they’re lukewarm on the new identity, your polished rebrand could feel half-hearted in practice. But if they’re pumped up and genuinely believe in it, they’ll be your most powerful ambassadors.
Launch events and trainings: You might organize fun internal kickoffs—like an employee-only unveiling or casual town-hall Q&A. Sprinkle in some share-worthy videos so everyone “gets” what’s changing and why.
Peer-to-peer advocate programs: Recognize that employees talk to each other far more often than they talk to upper management. Creating a small group of “brand champions” in each department can spread enthusiasm and field questions, ensuring everyone stays updated.
Feedback and involvement: Ask your frontline folks for their two cents on how the rebrand might alter their day-to-day. Are they worried customers will get confused? Do they need updated scripts or digital templates? By addressing these questions ahead of time, you’ll smooth the transition for them—and the customers they serve.
In the end, your brand evolves successfully when everyone—from product dev to frontline staff to external partners—marches in the same direction with a shared vision. The more cohesive your teamwork is, the smoother (and more impactful) your rebrand will be in the eyes of the people who matter most.
Frequently Asked Questions
What are the drivers of rebranding?
They are the events or shifts—such as leadership changes, market pressures, or mergers—that lead an organisation to refresh its identity. Once these factors emerge, a rebrand can become a logical way to stay relevant.
What is the main reason for rebranding?
Many organisations update their brand to better reflect their goals and values. A modern, appealing identity can help attract new audiences, keep current customers interested, and avoid looking outdated in a fast-moving environment.
Is rebranding a good idea?
When it’s thoughtfully planned and carried out with openness, rebranding can offer notable advantages. It’s important to define clear targets, keep your customers updated on what’s happening, and see the process through until the updated brand takes hold.
Final thoughts
Rebranding calls for collaboration, resilience, and an organised approach. Each person’s role matters, from the straightforward tasks of updating marketing materials to the big-picture considerations of executives who hold final approval. It is wise to keep your CFO involved from the start, ensuring financial resources are ready. Meanwhile, marketing leads and operational teams can deliver powerful results if they trust the new direction. It also pays to involve product experts so the brand reflects what the organisation truly provides. Outside stakeholders, such as investors and customers, should have a say—or at least receive updates—so they feel confident in the brand’s course.
Above all, energise frontline employees; their enthusiasm can make or break public perception. Banter with your teams, keep the vibe positive and always be ready to adapt. When each group knows its responsibilities and sees a payoff, the rebrand has a strong chance of success. No pressure—just keep cool.
Frequently Asked Questions
What are the drivers of rebranding?
They are the events or shifts—such as leadership changes, market pressures, or mergers—that lead an organisation to refresh its identity. Once these factors emerge, a rebrand can become a logical way to stay relevant.
What is the main reason for rebranding?
Many organisations update their brand to better reflect their goals and values. A modern, appealing identity can help attract new audiences, keep current customers interested, and avoid looking outdated in a fast-moving environment.
Is rebranding a good idea?
When it’s thoughtfully planned and carried out with openness, rebranding can offer notable advantages. It’s important to define clear targets, keep your customers updated on what’s happening, and see the process through until the updated brand takes hold.
Final thoughts
Rebranding calls for collaboration, resilience, and an organised approach. Each person’s role matters, from the straightforward tasks of updating marketing materials to the big-picture considerations of executives who hold final approval. It is wise to keep your CFO involved from the start, ensuring financial resources are ready. Meanwhile, marketing leads and operational teams can deliver powerful results if they trust the new direction. It also pays to involve product experts so the brand reflects what the organisation truly provides. Outside stakeholders, such as investors and customers, should have a say—or at least receive updates—so they feel confident in the brand’s course.
Above all, energise frontline employees; their enthusiasm can make or break public perception. Banter with your teams, keep the vibe positive and always be ready to adapt. When each group knows its responsibilities and sees a payoff, the rebrand has a strong chance of success. No pressure—just keep cool.
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Work with us
Click to copy
work@for.co
- FOR® Brand. FOR® Future.
We’re remote-first — with strategic global hubs
Click to copy
Helsinki, FIN
info@for.fi
Click to copy
New York, NY
ny@for.co
Click to copy
Miami, FL
mia@for.co
Click to copy
Dubai, UAE
uae@for.co
Click to copy
Kyiv, UA
kyiv@for.co
Click to copy
Lagos, NG
lagos@for.ng
Copyright © 2024 FOR®
Work with us
Click to copy
work@for.co
We’re remote-first — with strategic global hubs
Click to copy
Helsinki, FIN
hel@for.co
Click to copy
New York, NY
ny@for.co
Click to copy
Miami, FL
mia@for.co
Click to copy
Dubai, UAE
uae@for.co
Click to copy
Kyiv, UA
kyiv@for.co
Click to copy
Lagos, NG
lagos@for.ng
Copyright © 2024 FOR®