Rebrands are exciting. They're also deceptively large, organisationally disruptive, and sometimes simply don't finish. So, before anyone touches a colour palette or starts sketching logos on napkins, ask the question that matters most:
What problem are we trying to solve?
Are we talking about a full organisational transformation - new brand idea, new identity, new tone of voice, new website, new everything? Or is this a light refresh to sharpen your position in market?
If it's the former, take a breath. A rebrand is not a marketing project; it's a company wide endeavour. It requires people, time, money, and - most critically - executive alignment.
1. Alignment first, clarity second - creative last
The order matters. Before any designer opens Figma, you need strategic foundations that everyone agrees on:
- Vision: Who are we becoming?
- Purpose: Why do we exist?
- Brand idea: What's the organising thought that ties it all together?
Only after these are locked in should anyone touch colours, shapes, or typography. Creative work without strategic clarity will not stand the test of time, nor, will it resonate with your customers.
Looking back at the Prospa rebrand, the thing that surprised me most wasn't the logo debate. It was how much easier everything became once the executive team aligned on where we were heading. We had full, CEO led alignment, not 'nodding politely in the meeting' alignment, but actual alignment - commitment, clarity, and shared ownership.
At Prospa, this was the single most important ingredient. Without it, everything downstream would have been impossible.
2. Build a cross-functional team of brand evangelists
Not a marketing committee - a company committee. When I led the rebrand at Prospa, People and Culture, Technology, Product, CX, Legal, and Operations were all in the tent. They weren't observers; they were co owners. That's how you avoid the classic 'marketing did a rebrand and surprised everyone' disaster. Every one of these participants not only contribute in their areas of responsibility but become evangelists for the Brand when you get to roll-out.
3. Treat the rebrand like an organisational transformation
Because it is.
Every system, every touchpoint, every workflow will be affected. You're not changing a logo; you're rewiring how the company expresses itself. Every Collections letter had to be rewritten. Every customer touchpoint reviewed. Every system updated. This is not a trivial exercise, do it right and track every last piece of work and update before launch or at least as soon after launch as you can.
The organisations that rebrand well understand this: brand is not a veneer - it's an operating system impacting everything.