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Rebrand Leadership
Brand Transformation
Stakeholders in Rebranding
Key Drivers of Rebranding
Rebrand Implementation
ARTICLE #13
Table of contents
Who is driving your rebrand?
Rebrand Leadership
Brand Transformation
Stakeholders in Rebranding
Key Drivers of Rebranding
Rebrand Implementation
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
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 variety of stakeholders influences any rebrand’s success. Once you recognise who they are and what motivates them, your organisation is better positioned to roll out a compelling new identity. These stakeholders typically fall into two categories: internal and external.
Internal stakeholders
Leadership (CEO, CMO)
CFO for financial support
Senior marketing team
Operational leaders
Product development team
Frontline employees
External stakeholders
Customers
Clients
Investors
A variety of stakeholders influences any rebrand’s success. Once you recognise who they are and what motivates them, your organisation is better positioned to roll out a compelling new identity. These stakeholders typically fall into two categories: internal and external.
Internal stakeholders
Leadership (CEO, CMO)
CFO for financial support
Senior marketing team
Operational leaders
Product development team
Frontline employees
External stakeholders
Customers
Clients
Investors
1. Leadership (CEO)
CEOs often worry that a rebrand might not reach its full potential if it lacks complete organisational backing. Leaders who are newly appointed sometimes see rebranding as a way to set a fresh course. They need to justify the time, energy, and investment by comparing potential benefits against the cost of doing nothing. It’s also important to present a budget that covers every necessary expense.
CEOs do well to assemble a cross-functional team, request measurable targets, and stay focused on the end goal.
CEOs often worry that a rebrand might not reach its full potential if it lacks complete organisational backing. Leaders who are newly appointed sometimes see rebranding as a way to set a fresh course. They need to justify the time, energy, and investment by comparing potential benefits against the cost of doing nothing. It’s also important to present a budget that covers every necessary expense.
CEOs do well to assemble a cross-functional team, request measurable targets, and stay focused on the end goal.
2. CFO to provide financial support
CEOs rely on capable allies to put a rebrand into action, and the CFO is a key partner. The CFO develops multi-year financial estimates so the initiative can reach completion without surprise shortfalls. While a CFO may appreciate the strategic value of rebranding, obtaining the full budget is never automatic. Present clear evidence of how the rebrand fits into the organisation’s long-term aims, outline any significant costs, and show the potential for future cost savings or revenue gains.
CEOs rely on capable allies to put a rebrand into action, and the CFO is a key partner. The CFO develops multi-year financial estimates so the initiative can reach completion without surprise shortfalls. While a CFO may appreciate the strategic value of rebranding, obtaining the full budget is never automatic. Present clear evidence of how the rebrand fits into the organisation’s long-term aims, outline any significant costs, and show the potential for future cost savings or revenue gains.
3. Senior members of the marketing team
Leaders in marketing often feel deeply attached to the existing brand identity. That connection can spark conflicting feelings about any shift, especially when the marketing structure is decentralised. Others in the organisation observe them for cues, so a lack of enthusiasm can derail the effort.
To secure their support, share your reasons for rebranding and encourage them to weigh in on new ideas. Offer clarity on how the change could benefit the company and their department. Address concerns before the official launch so everyone can move forward in unison.
Leaders in marketing often feel deeply attached to the existing brand identity. That connection can spark conflicting feelings about any shift, especially when the marketing structure is decentralised. Others in the organisation observe them for cues, so a lack of enthusiasm can derail the effort.
To secure their support, share your reasons for rebranding and encourage them to weigh in on new ideas. Offer clarity on how the change could benefit the company and their department. Address concerns before the official launch so everyone can move forward in unison.
4. Operational leaders
Teams such as HR, IT, Facilities, and Legal handle much of the heavy lifting when a new brand identity arrives. They must update both digital and physical brand elements, coordinate with external vendors, train staff on new brand guidelines, and ensure all legal requirements are met.
Because these teams already have lengthy to-do lists, they deserve empathy for the extra tasks. Consider hiring additional vendors to help, which can reduce pressure on your internal workforce and keep progress on schedule.
Teams such as HR, IT, Facilities, and Legal handle much of the heavy lifting when a new brand identity arrives. They must update both digital and physical brand elements, coordinate with external vendors, train staff on new brand guidelines, and ensure all legal requirements are met.
Because these teams already have lengthy to-do lists, they deserve empathy for the extra tasks. Consider hiring additional vendors to help, which can reduce pressure on your internal workforce and keep progress on schedule.
5. Product development team
This team plays a key role in weaving the refreshed brand into your products and services. Tasks can include changes to packaging, user interfaces, and product documentation. Close collaboration between product and marketing teams helps maintain a consistent look and feel across all areas. Timelines may need adjusting to prioritise rebranding tasks without compromising quality or deadlines.
This team plays a key role in weaving the refreshed brand into your products and services. Tasks can include changes to packaging, user interfaces, and product documentation. Close collaboration between product and marketing teams helps maintain a consistent look and feel across all areas. Timelines may need adjusting to prioritise rebranding tasks without compromising quality or deadlines.
6. External stakeholders (customers, clients, investors)
Bringing a new brand to market calls for consistent messaging across many channels. Partners such as branding agencies, PR firms, design experts, and event organisers typically handle specific areas, but it’s easy for them to work in silos. As the project lead, you must unify them under a shared plan.
Customers and investors also influence how your new identity resonates. Inviting their feedback can generate fresh ideas. Once your rebrand plan is set, share key points with analysts and investor relations to maintain clarity and encourage broader support.
Bringing a new brand to market calls for consistent messaging across many channels. Partners such as branding agencies, PR firms, design experts, and event organisers typically handle specific areas, but it’s easy for them to work in silos. As the project lead, you must unify them under a shared plan.
Customers and investors also influence how your new identity resonates. Inviting their feedback can generate fresh ideas. Once your rebrand plan is set, share key points with analysts and investor relations to maintain clarity and encourage broader support.
7. Your frontline employees
Employees who engage directly with clients or the public shape the new brand’s reputation. If they are not on board with the changes, messages can become muddled. If they see value in the new direction, they become persuasive advocates.
Consider launch events, town halls, and fun internal videos to spark enthusiasm. Encourage feedback on how to roll everything out effectively. Since these staff members speak with each other more often than they speak with top management, you might introduce peer-support groups in each public-facing department. This approach helps maintain awareness and camaraderie.
Employees who engage directly with clients or the public shape the new brand’s reputation. If they are not on board with the changes, messages can become muddled. If they see value in the new direction, they become persuasive advocates.
Consider launch events, town halls, and fun internal videos to spark enthusiasm. Encourage feedback on how to roll everything out effectively. Since these staff members speak with each other more often than they speak with top management, you might introduce peer-support groups in each public-facing department. This approach helps maintain awareness and camaraderie.
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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Click to copy
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