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Rebrand Leadership
Brand Transformation
Stakeholders in Rebranding
Key Drivers of Rebranding
Rebrand Implementation
ARTICLE #13
Who is driving your rebrand?
Rebrand Leadership
Brand Transformation
Stakeholders in Rebranding
Key Drivers of Rebranding
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
Toni Hukkanen
Head of Design
Creative Direction, Brand Direction
People often think that the CEO or CMO is the only leader responsible for driving a rebrand. While this may be true in some cases, assuming they are solely responsible can lead to failure.
In reality, no one can drive a rebrand alone. Large corporate initiatives succeed or fail based on the strength of relationships between project owners, stakeholders and partners. Rebranding requires a team effort with clear roles and responsibilities for everyone involved.
So, who else do you need on your side? How can you gain their support? What resources and information do they need to help bring your vision to reality? Let's find out the answers to all these questions, along with the key stakeholders driving your rebrand.
People often think that the CEO or CMO is the only leader responsible for driving a rebrand. While this may be true in some cases, assuming they are solely responsible can lead to failure.
In reality, no one can drive a rebrand alone. Large corporate initiatives succeed or fail based on the strength of relationships between project owners, stakeholders and partners. Rebranding requires a team effort with clear roles and responsibilities for everyone involved.
So, who else do you need on your side? How can you gain their support? What resources and information do they need to help bring your vision to reality? Let's find out the answers to all these questions, along with the key stakeholders driving your rebrand.
People often think that the CEO or CMO is the only leader responsible for driving a rebrand. While this may be true in some cases, assuming they are solely responsible can lead to failure.
In reality, no one can drive a rebrand alone. Large corporate initiatives succeed or fail based on the strength of relationships between project owners, stakeholders and partners. Rebranding requires a team effort with clear roles and responsibilities for everyone involved.
So, who else do you need on your side? How can you gain their support? What resources and information do they need to help bring your vision to reality? Let's find out the answers to all these questions, along with the key stakeholders driving your rebrand.
The role of DACI Framework in rebranding
The role of DACI Framework in rebranding
The role of DACI Framework in rebranding
It is important to understand and define the key leadership role for each rebrand project. The role is often referred to as “Driver” and is based on the DACI decision-making framework. Before you start any project, you must establish this special role and team structure with clients. It ensures that both parties know which team member is responsible for driving the project and what their responsibilities are.
Projects can become highly complicated if there is no clearly defined driver. It often leads to inconsistencies in directions, timeline delays due to starts and stops, and overall disruption of the project experience. With the help of a designated Driver, you can solve these problems 99% of the time.
Driver
The Driver is the project leader in a rebranding project. This person doesn't have approval authority but serves more as a project manager.
The responsibilities of Driver include facilitating meaningful conversations, managing stakeholders’ visibility and expectations, remaining tactful and highly organized, keeping the project moving forward, and expediting decision-making.
Approver
An Approver is the person who has the final say on the rebranding project. Usually, there is more than one Approver for a project, such as the CEO or co-founders. But it is better to have fewer Approvers for speedy decision-making.
Contributors
For rebranding, you will need to consult Contributors (the marketing team or product development team) for their opinions, expertise, or vantage points to make project decisions.
A Driver will select those Contributors and determine how to use them for the group decision-making process.
Informed
These are the people who don't have direct involvement in the project and have no authority over the decisions of the team but must be updated on the progress of the project. They are usually people in sales, marketing, or customer support (investors and customers).
It is important to understand and define the key leadership role for each rebrand project. The role is often referred to as “Driver” and is based on the DACI decision-making framework. Before you start any project, you must establish this special role and team structure with clients. It ensures that both parties know which team member is responsible for driving the project and what their responsibilities are.
Projects can become highly complicated if there is no clearly defined driver. It often leads to inconsistencies in directions, timeline delays due to starts and stops, and overall disruption of the project experience. With the help of a designated Driver, you can solve these problems 99% of the time.
Driver
The Driver is the project leader in a rebranding project. This person doesn't have approval authority but serves more as a project manager.
The responsibilities of Driver include facilitating meaningful conversations, managing stakeholders’ visibility and expectations, remaining tactful and highly organized, keeping the project moving forward, and expediting decision-making.
Approver
An Approver is the person who has the final say on the rebranding project. Usually, there is more than one Approver for a project, such as the CEO or co-founders. But it is better to have fewer Approvers for speedy decision-making.
Contributors
For rebranding, you will need to consult Contributors (the marketing team or product development team) for their opinions, expertise, or vantage points to make project decisions.
A Driver will select those Contributors and determine how to use them for the group decision-making process.
Informed
These are the people who don't have direct involvement in the project and have no authority over the decisions of the team but must be updated on the progress of the project. They are usually people in sales, marketing, or customer support (investors and customers).
It is important to understand and define the key leadership role for each rebrand project. The role is often referred to as “Driver” and is based on the DACI decision-making framework. Before you start any project, you must establish this special role and team structure with clients. It ensures that both parties know which team member is responsible for driving the project and what their responsibilities are.
Projects can become highly complicated if there is no clearly defined driver. It often leads to inconsistencies in directions, timeline delays due to starts and stops, and overall disruption of the project experience. With the help of a designated Driver, you can solve these problems 99% of the time.
Driver
The Driver is the project leader in a rebranding project. This person doesn't have approval authority but serves more as a project manager.
The responsibilities of Driver include facilitating meaningful conversations, managing stakeholders’ visibility and expectations, remaining tactful and highly organized, keeping the project moving forward, and expediting decision-making.
Approver
An Approver is the person who has the final say on the rebranding project. Usually, there is more than one Approver for a project, such as the CEO or co-founders. But it is better to have fewer Approvers for speedy decision-making.
Contributors
For rebranding, you will need to consult Contributors (the marketing team or product development team) for their opinions, expertise, or vantage points to make project decisions.
A Driver will select those Contributors and determine how to use them for the group decision-making process.
Informed
These are the people who don't have direct involvement in the project and have no authority over the decisions of the team but must be updated on the progress of the project. They are usually people in sales, marketing, or customer support (investors and customers).
Key drivers of a rebrand
Multiple key drivers or stakeholders are involved in the implementation of the rebrand. Once you understand these drivers, your business can move towards a successful transformation. There are mainly two main types of stakeholders: internal and external.
The Internal Stakeholders to drive a rebrand include the following.
Leadership (CEO, CMO)
CFO to provide financial support
Senior members of the marketing team
Operational leaders
Product development team
Your frontline employees
The External Stakeholders consist of customers, clients, and investors.
Multiple key drivers or stakeholders are involved in the implementation of the rebrand. Once you understand these drivers, your business can move towards a successful transformation. There are mainly two main types of stakeholders: internal and external.
The Internal Stakeholders to drive a rebrand include the following.
Leadership (CEO, CMO)
CFO to provide financial support
Senior members of the marketing team
Operational leaders
Product development team
Your frontline employees
The External Stakeholders consist of customers, clients, and investors.
Multiple key drivers or stakeholders are involved in the implementation of the rebrand. Once you understand these drivers, your business can move towards a successful transformation. There are mainly two main types of stakeholders: internal and external.
The Internal Stakeholders to drive a rebrand include the following.
Leadership (CEO, CMO)
CFO to provide financial support
Senior members of the marketing team
Operational leaders
Product development team
Your frontline employees
The External Stakeholders consist of customers, clients, and investors.
Leadership (CEO)
The primary concern of CEOs when starting the rebranding process is missing opportunities when the company doesn't fully support the rebrand and fails to gain the full value of the effort and investment.
New CEOs often use rebranding to set a new direction for the organisation. They must construct a business case to invest time, energy, and resources into rebranding and ensure the decision aligns with the desired outcomes and the cost of not rebranding. It is important to ensure the proposed budget covers all associated costs to provide adequate funding for successful initiatives.
Other recommendations for CEOs are to insist on a multifunctional team, demand a measurable return, and keep an eye on the endgame.
The primary concern of CEOs when starting the rebranding process is missing opportunities when the company doesn't fully support the rebrand and fails to gain the full value of the effort and investment.
New CEOs often use rebranding to set a new direction for the organisation. They must construct a business case to invest time, energy, and resources into rebranding and ensure the decision aligns with the desired outcomes and the cost of not rebranding. It is important to ensure the proposed budget covers all associated costs to provide adequate funding for successful initiatives.
Other recommendations for CEOs are to insist on a multifunctional team, demand a measurable return, and keep an eye on the endgame.
The primary concern of CEOs when starting the rebranding process is missing opportunities when the company doesn't fully support the rebrand and fails to gain the full value of the effort and investment.
New CEOs often use rebranding to set a new direction for the organisation. They must construct a business case to invest time, energy, and resources into rebranding and ensure the decision aligns with the desired outcomes and the cost of not rebranding. It is important to ensure the proposed budget covers all associated costs to provide adequate funding for successful initiatives.
Other recommendations for CEOs are to insist on a multifunctional team, demand a measurable return, and keep an eye on the endgame.
CFO to provide financial support
CEOs need the right people on their team to roll out a rebrand. The CFO will need to develop realistic multi-year financial projections to plan for finishing what you start.
A CFO understands the strategic reasons for rebranding, but that doesn't mean you will get their approval automatically on the implementation budget. To win their allyship you need to prepare for some demonstration on how the rebrand aligns with your organization's strategic objectives. Provide them an overview of its scope including cost information.
Outline the initial financial investment needed and specify how funds can be allocated in future fiscal years. Also, highlight the efficiencies and cost-saving opportunities that the rebrand will bring.
CEOs need the right people on their team to roll out a rebrand. The CFO will need to develop realistic multi-year financial projections to plan for finishing what you start.
A CFO understands the strategic reasons for rebranding, but that doesn't mean you will get their approval automatically on the implementation budget. To win their allyship you need to prepare for some demonstration on how the rebrand aligns with your organization's strategic objectives. Provide them an overview of its scope including cost information.
Outline the initial financial investment needed and specify how funds can be allocated in future fiscal years. Also, highlight the efficiencies and cost-saving opportunities that the rebrand will bring.
CEOs need the right people on their team to roll out a rebrand. The CFO will need to develop realistic multi-year financial projections to plan for finishing what you start.
A CFO understands the strategic reasons for rebranding, but that doesn't mean you will get their approval automatically on the implementation budget. To win their allyship you need to prepare for some demonstration on how the rebrand aligns with your organization's strategic objectives. Provide them an overview of its scope including cost information.
Outline the initial financial investment needed and specify how funds can be allocated in future fiscal years. Also, highlight the efficiencies and cost-saving opportunities that the rebrand will bring.
Senior members of the marketing team
The senior members of the marketing team also have a special role as key drivers in rebranding. They might feel more emotionally connected to your company than other team members. Due to their deep attachment to your legacy brand, they may have mixed feelings about retiring it and viewing a new identity.
Ambivalence can derail your rebranding plans if your marketing structure is decentralised. Employees look to marketing teams for cues and will notice any doubt or inconsistency in support of the rebrand.
Therefore, it is important for marketing teams to believe in your rebrand. Share your reasons for rebranding with them and keep them in the loop when developing new strategies and designs. Before implementation, address their questions and concerns about this transformation.
The senior members of the marketing team also have a special role as key drivers in rebranding. They might feel more emotionally connected to your company than other team members. Due to their deep attachment to your legacy brand, they may have mixed feelings about retiring it and viewing a new identity.
Ambivalence can derail your rebranding plans if your marketing structure is decentralised. Employees look to marketing teams for cues and will notice any doubt or inconsistency in support of the rebrand.
Therefore, it is important for marketing teams to believe in your rebrand. Share your reasons for rebranding with them and keep them in the loop when developing new strategies and designs. Before implementation, address their questions and concerns about this transformation.
The senior members of the marketing team also have a special role as key drivers in rebranding. They might feel more emotionally connected to your company than other team members. Due to their deep attachment to your legacy brand, they may have mixed feelings about retiring it and viewing a new identity.
Ambivalence can derail your rebranding plans if your marketing structure is decentralised. Employees look to marketing teams for cues and will notice any doubt or inconsistency in support of the rebrand.
Therefore, it is important for marketing teams to believe in your rebrand. Share your reasons for rebranding with them and keep them in the loop when developing new strategies and designs. Before implementation, address their questions and concerns about this transformation.
Operational leaders
The partners in Operations, such as HR, IT, Facilities, Legal, etc., will handle most of the groundwork for your rebrand. You need to ensure you add important tasks to their already full schedules.
These partners will need to manage the conversion of branded assets in their areas, coordinate with vendors to update digital and physical touchpoints, collaborate with you to train employees on new brand values and guidelines, and ensure compliance with legal requirements.
But to gain all their support, you will need to show empathy for the added workload and look for ways to simplify their tasks. You can also consider hiring extra vendors to speed up asset conversion.
The partners in Operations, such as HR, IT, Facilities, Legal, etc., will handle most of the groundwork for your rebrand. You need to ensure you add important tasks to their already full schedules.
These partners will need to manage the conversion of branded assets in their areas, coordinate with vendors to update digital and physical touchpoints, collaborate with you to train employees on new brand values and guidelines, and ensure compliance with legal requirements.
But to gain all their support, you will need to show empathy for the added workload and look for ways to simplify their tasks. You can also consider hiring extra vendors to speed up asset conversion.
The partners in Operations, such as HR, IT, Facilities, Legal, etc., will handle most of the groundwork for your rebrand. You need to ensure you add important tasks to their already full schedules.
These partners will need to manage the conversion of branded assets in their areas, coordinate with vendors to update digital and physical touchpoints, collaborate with you to train employees on new brand values and guidelines, and ensure compliance with legal requirements.
But to gain all their support, you will need to show empathy for the added workload and look for ways to simplify their tasks. You can also consider hiring extra vendors to speed up asset conversion.
Product development team
Along with the marketing team, you will also need support from the product development team to ensure the new brand identity aligns with the products and services offered. You can assign them tasks related to updating packaging, user interfaces, and product-related materials.
When product and marketing teams collaborate, they can ensure the rebranded products communicate the desired message while providing technical insights on feasibility. There is also a need to adjust timelines and roadmaps to prioritize rebranding tasks while maintaining high standards of quality and consistency.
Along with the marketing team, you will also need support from the product development team to ensure the new brand identity aligns with the products and services offered. You can assign them tasks related to updating packaging, user interfaces, and product-related materials.
When product and marketing teams collaborate, they can ensure the rebranded products communicate the desired message while providing technical insights on feasibility. There is also a need to adjust timelines and roadmaps to prioritize rebranding tasks while maintaining high standards of quality and consistency.
Along with the marketing team, you will also need support from the product development team to ensure the new brand identity aligns with the products and services offered. You can assign them tasks related to updating packaging, user interfaces, and product-related materials.
When product and marketing teams collaborate, they can ensure the rebranded products communicate the desired message while providing technical insights on feasibility. There is also a need to adjust timelines and roadmaps to prioritize rebranding tasks while maintaining high standards of quality and consistency.
External Stakeholders (Customers and clients, Investors)
If you want to introduce your new brand to the world, plan for thoughtful and strategic communication. You will need support from different stakeholders to deliver your message in all the appropriate channels. You can get help from your branding agency, PR and media relations specialists, graphic designers and event planners for your rebrand launch.
But here is a challenge, that all these groups often work in silos. So, it's your responsibility to unite everyone and develop a cohesive plan. You can bring all external stakeholders, including customers and investors, together for joint ideation meetings.
It'd be better to invite everyone to share their best ideas and concepts instead of solely focusing on defining responsibilities of each group. After finalising your rebrand plans, share important details with industry analysts and investor relations representatives.
If you want to introduce your new brand to the world, plan for thoughtful and strategic communication. You will need support from different stakeholders to deliver your message in all the appropriate channels. You can get help from your branding agency, PR and media relations specialists, graphic designers and event planners for your rebrand launch.
But here is a challenge, that all these groups often work in silos. So, it's your responsibility to unite everyone and develop a cohesive plan. You can bring all external stakeholders, including customers and investors, together for joint ideation meetings.
It'd be better to invite everyone to share their best ideas and concepts instead of solely focusing on defining responsibilities of each group. After finalising your rebrand plans, share important details with industry analysts and investor relations representatives.
If you want to introduce your new brand to the world, plan for thoughtful and strategic communication. You will need support from different stakeholders to deliver your message in all the appropriate channels. You can get help from your branding agency, PR and media relations specialists, graphic designers and event planners for your rebrand launch.
But here is a challenge, that all these groups often work in silos. So, it's your responsibility to unite everyone and develop a cohesive plan. You can bring all external stakeholders, including customers and investors, together for joint ideation meetings.
It'd be better to invite everyone to share their best ideas and concepts instead of solely focusing on defining responsibilities of each group. After finalising your rebrand plans, share important details with industry analysts and investor relations representatives.
Your frontline employees
Your front-line employees also play a major role in delivering your brand promise to the audience in a consistent and effective way. In case these team members are not on board with your rebrand, they can dilute your organisational message. If they are fully involved in it, they will go above and beyond to support everything your brand stands for.
You can make your employees ambassadors of your rebrand. You can start with fun launch events, share-worthy videos, and informative town halls. Get ideas about their expectations in terms of rebrand rollout.
You might be aware of the fact that your employees talk to each other more than they interact with you or other leaders. So, you can consider creating a peer-to-peer advocate program in each of your public-facing departments.
Your front-line employees also play a major role in delivering your brand promise to the audience in a consistent and effective way. In case these team members are not on board with your rebrand, they can dilute your organisational message. If they are fully involved in it, they will go above and beyond to support everything your brand stands for.
You can make your employees ambassadors of your rebrand. You can start with fun launch events, share-worthy videos, and informative town halls. Get ideas about their expectations in terms of rebrand rollout.
You might be aware of the fact that your employees talk to each other more than they interact with you or other leaders. So, you can consider creating a peer-to-peer advocate program in each of your public-facing departments.
Your front-line employees also play a major role in delivering your brand promise to the audience in a consistent and effective way. In case these team members are not on board with your rebrand, they can dilute your organisational message. If they are fully involved in it, they will go above and beyond to support everything your brand stands for.
You can make your employees ambassadors of your rebrand. You can start with fun launch events, share-worthy videos, and informative town halls. Get ideas about their expectations in terms of rebrand rollout.
You might be aware of the fact that your employees talk to each other more than they interact with you or other leaders. So, you can consider creating a peer-to-peer advocate program in each of your public-facing departments.
Frequently Asked Questions
What are the drivers of rebranding?
The main drivers for rebranding are events, processes, and decisions that lead to a change in the structure, strategy, and performance of an organisation of sufficient magnitude to warrant a fundamental redefinition of its identity.
What is the main reason for rebranding?
The main reason for rebranding is to help an organisation communicate its new direction and values with customers and brand partners. Updating the company's branding on the website and other touch points is a great opportunity to attract new customers and stay relevant in a rapidly changing marketplace.
Is rebranding a good idea?
When planned and executed correctly, rebranding can benefit an organisation. However, it is important to define your goals before starting and maintaining the process. Inform your customers about the progress so they will stay updated on the changes.
Final Thoughts
Implementing a rebrand demands strong leadership and a firm commitment. It also requires endurance, teamwork, and the ability to mobilise resources in a perfect manner. When the Driver excels in their role, their importance fades into the background. The reason is that a great leader operates in a way that makes their presence almost invisible. When their work is complete and the goals are achieved, the team will feel they accomplished it on their own. So, rebranding runs smoothly with clear direction and the powerful impact of effective leadership.
Frequently Asked Questions
What are the drivers of rebranding?
The main drivers for rebranding are events, processes, and decisions that lead to a change in the structure, strategy, and performance of an organisation of sufficient magnitude to warrant a fundamental redefinition of its identity.
What is the main reason for rebranding?
The main reason for rebranding is to help an organisation communicate its new direction and values with customers and brand partners. Updating the company's branding on the website and other touch points is a great opportunity to attract new customers and stay relevant in a rapidly changing marketplace.
Is rebranding a good idea?
When planned and executed correctly, rebranding can benefit an organisation. However, it is important to define your goals before starting and maintaining the process. Inform your customers about the progress so they will stay updated on the changes.
Final Thoughts
Implementing a rebrand demands strong leadership and a firm commitment. It also requires endurance, teamwork, and the ability to mobilise resources in a perfect manner. When the Driver excels in their role, their importance fades into the background. The reason is that a great leader operates in a way that makes their presence almost invisible. When their work is complete and the goals are achieved, the team will feel they accomplished it on their own. So, rebranding runs smoothly with clear direction and the powerful impact of effective leadership.
Frequently Asked Questions
What are the drivers of rebranding?
The main drivers for rebranding are events, processes, and decisions that lead to a change in the structure, strategy, and performance of an organisation of sufficient magnitude to warrant a fundamental redefinition of its identity.
What is the main reason for rebranding?
The main reason for rebranding is to help an organisation communicate its new direction and values with customers and brand partners. Updating the company's branding on the website and other touch points is a great opportunity to attract new customers and stay relevant in a rapidly changing marketplace.
Is rebranding a good idea?
When planned and executed correctly, rebranding can benefit an organisation. However, it is important to define your goals before starting and maintaining the process. Inform your customers about the progress so they will stay updated on the changes.
Final Thoughts
Implementing a rebrand demands strong leadership and a firm commitment. It also requires endurance, teamwork, and the ability to mobilise resources in a perfect manner. When the Driver excels in their role, their importance fades into the background. The reason is that a great leader operates in a way that makes their presence almost invisible. When their work is complete and the goals are achieved, the team will feel they accomplished it on their own. So, rebranding runs smoothly with clear direction and the powerful impact of effective leadership.
ARTICLE #13
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Click to copy
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ee@for.co
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