Re-branding at its best performance is a complex and filigree business re-engineering process. The essence is to enhance a business with a new meaning and opportunities by changing a business model and re-engaging customers with a new added value. In short, it is a cultural change – both internally and externally. It is a journey and hard work implementing thorough change across an organization.
And yes – it also involves a possible name change and identity redesign.
There are plenty of opinions on newly launched identities. Design addicts talk design. Today’s design is no longer static. It is dynamic and goes way beyond a traditional school. My observation is that the designers’ talk is too much stuck on aesthetics and less on business and potential dynamics. And then there are business writers and analysts who talk about a reason, possible returns and whether it was needed at all.
Discussions are heating up with more challenging business cases.
Aol is a good example. Their announcement on re-branding the company and newly presented identity attracted loads of attention. Somehow the discussion was more on the identity itself but not on the intention to re-engineering a business.
The new identity is unconventional. While design can sometimes be quite subjective, personally, I found it cool as it features dynamism of the new edge.
However, in Aol’s case there is more than the new identity. It is a journey of cultural change.
AdAge have spotted that Aol have attracted quite a number of well-established executives and professionals from various sectors and are asking, “Why does everyone want to work at Aol all of a sudden?”
While the article looks at various aspects of these executive moves, the primary answer what the article does not explain in detail is that the new talent attraction is part of the internal cultural change – one of cornerstones for the re-branding strategy. Get on board people who can create great new experiences and break from the past. People who possess a fresh look and hungry for success attitude.
Re-branding is not a face-lift of a logotype. A fully loaded re-branding means doing it inside out.
As I mentioned, re-branding is a complex process. When companies are in attempt to climb from the bottom to the top, probably, the toughest part is executing the strategy by engaging all involved stakeholders. It means removing skepticism, relieving inert attitude and proving a sound path for the journey of positive change.
Aol’s fully loaded re-branding
Re-branding at its best performance is a complex and filigree business re-engineering process. The essence is to enhance a business with a new meaning and opportunities by changing a business model and re-engaging customers with a new added value. In short, it is a cultural change – both internally and externally. It is a journey and hard work implementing thorough change across an organization.
And yes – it also involves a possible name change and identity redesign.
There are plenty of opinions on newly launched identities. Design addicts talk design. Today’s design is no longer static. It is dynamic and goes way beyond a traditional school. My observation is that the designers’ talk is too much stuck on aesthetics and less on business and potential dynamics. And then there are business writers and analysts who talk about a reason, possible returns and whether it was needed at all.
Discussions are heating up with more challenging business cases.
Aol is a good example. Their announcement on re-branding the company and newly presented identity attracted loads of attention. Somehow the discussion was more on the identity itself but not on the intention to re-engineering a business.
The new identity is unconventional. While design can sometimes be quite subjective, personally, I found it cool as it features dynamism of the new edge.
However, in Aol’s case there is more than the new identity. It is a journey of cultural change.
AdAge have spotted that Aol have attracted quite a number of well-established executives and professionals from various sectors and are asking, “Why does everyone want to work at Aol all of a sudden?”
While the article looks at various aspects of these executive moves, the primary answer what the article does not explain in detail is that the new talent attraction is part of the internal cultural change – one of cornerstones for the re-branding strategy. Get on board people who can create great new experiences and break from the past. People who possess a fresh look and hungry for success attitude.
Re-branding is not a face-lift of a logotype. A fully loaded re-branding means doing it inside out.
As I mentioned, re-branding is a complex process. When companies are in attempt to climb from the bottom to the top, probably, the toughest part is executing the strategy by engaging all involved stakeholders. It means removing skepticism, relieving inert attitude and proving a sound path for the journey of positive change.