Customer Story - Change Management Through Brand Identify Unifcation
A client was undertaking a brand identity change, unifying its enterprise, B2B, and consumer brands under the same name, while simultaneously welcoming a new CEO. The new name required organizational change leadership and direction, supporting the teams messaging, plans, and communication with employees, customers, and stakeholders.
Call for Help:
- External resources were needed to provide change leadership coaching, training, and support for an organization-wide, brand identity change.
- Support was needed with outreach to employees, customers, and business partners, including communications to help people identify and embody the new brand changes.
- Corporate leaders realized a brand change was more than an art project and that a change strategy was needed to enable leadership to deliver a successful brand change.
Farwell Advisor Support:
- The FarWell advisor conducted change risk and organizational change readiness assessments allowing the team to understand employees’ current state and respond to it.
- An Adoption Team was created under the leadership of the FarWell advisor to test brand launch plans, be a sounding board, get feedback, and promote brand adoption internally.
- A host of articles, communications, and trainings were developed to use on the intranet site and within internal communications to aid in adoption and support of the new brand.
- Leaders were coached on the cultural impact of aligning under a single brand, and how to develop enterprise leadership thinking.
Results:
A successful launch of new brand identity and cohesive messaging.
- The client successfully launched the brand unification on time and with positive brand adoption from employees, customers, and stakeholders.
- The importance of change leadership was understood and implemented into their processes.
- Employees were emotionally engaged in the brand transition process and energized by the launch, contributing positively to their culture.
- Leaders understood their role in supporting the brand launch and leading employees through the transition.
- Leaders understood the significant cultural impacts of a single brand, and how they needed to collaborate as part of an enterprise united under one brand.
- Customer feedback on the change was positive.
