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Corporate rebrand could seem a natural approach to refresh your organization’s image or redefine market positioning. But rebranding might be a dangerous decision, especially if your organization has a gap in employees’ experience.
Luka of the worker’s experience occurs when employees see their organizations in another way than their employers. And this non -profitity can derail even the most exciting rebrands, because employees suspend support and enthusiasm needed to make rebrands.
Rebrand Twitter-X 2023 is an example of a rebrand that did not “land”, partly because she did not resonate with employees. Rebrand got here on the heels of a well -documented ultimatum worker from the general director Elon Musk Go “hardcore” with Twitter 2.0 or quit. The ultimatum made employees feel concerned, underestimated and nervous. It got here a bit after the ultimatum Drastic employment cutswhich moreover shook the company’s internal teams. Before the rebrand on X was announced, many other employees underwent a flawless experience that caused them to be incompatible with corporate cheerleaders.
Although the rebrand X was not reduced by the gap in the experience of the company’s employees, it did not gain a positive press or rapid involvement of consumers. At this point, society still refers to the platform in response to its previous name, and reports show that the use of x fell by 30% between 2023 and 2024. This is a certain signal that the rebrand at least hesitated.
On the other hand, Dunkin ‘Duntuts 2018 Dunkin’ Rebrand caused a much warmer public welcome and employees. Certainly promoting the sale of hot coffee and baking is less controversial than changing the name of the social channel. However, food rebrands does not guarantee an impression. Therefore, Dunkin ‘is distinguished not only by his ability to reformulate the identity of his company, but also to introduce employees to the rebrands as a key part of this experience.
For example, Dunkin ‘promised $ 100 million To make sure his rebrand includes the essential training and worker resources. Ultimately, Dunkin ‘did greater than just shortened his name and released an updated logo. The company has taken steps to make sure minimal friction of employees during rebrand.
If you are considering a rebrand, read to learn the most vital reasons why rebrands fight because of the gap in the experience of employees, in addition to how one can avoid them.
Problem 1: The brand changes, but the company’s culture does not
Ideally, rebranding must be seen as an opportunity to make a holistic change, not deep skin. Too often, nevertheless, leaders see rebranding in a superficial light and focus their attention on improving the external appearance of their company. But they do not look deeper – and only later they discover that the updated logo and the digitally advanced website cannot replace the effects of outdated culture in the workplace.
According to the Hoot Design Company, rebranding campaigns should at all times be embedded in Cultural change component. The agency recommends starting all rebrands by passing through a methodology based on culture, which sets a bonus to the involvement of employees. Making sure that his employees feel connected with each other and the intended mission and goal of the company, the rebranding company can establish immunity and development.
For example, before rebranding, your organization can explain your mission, vision and purpose with the help of workforce. The addition of this sort of introspection at a high level for rebranding encourages to compensate employees and helps reduce the gaps in the experience of employees and obstacles. It also gives you a likelihood to discover all challenges related to culture that need to be improved before launching the rebrands.
Problem 2: Employees do not receive a vote during planning
When employees are caught by the rebrand, they might be skeptical or openly hostile. And it is simple to know why: from their perspective, leadership did not care enough to introduce them to the discussion. As a result, they will negatively talk about their employer and his rebrand, causing a rebrand shoot.
Mountain communication on rebrands for employees is crucial. However, it is difficult to know exactly when to inform employees about Rebrandia, which is not ready for public presentation. Then it could possibly be appropriate Ask for advice from human resources. HR management can assist determine exactly how and when to inform employees about launching a rebrand. In startups with limited roles and HR functions, responsibility may fall on the person responsible for the well -being of employees. (Sometimes it is a founder at an early stage!) Regardless of this, the goal is to build employees’ knowledge in the general rebranding plan.
However, this can’t be a one -off range that leaves employees without any roles during rebrand. Employees should receive the essential rebranding obligations to feel the sense of ownership about any changes introduced, akin to offering feedback from recent logo projects or becoming brand ambassadors in social media.
Problem 3: Rebrand does not solve known customer support defects
Placing the recent name of the existing problem does not solve the problem. It just masks it. Employees (especially customer -oriented) underestimate this when their employer spends money on rebranding, and not on known defective processes.
Rebrand should not be the cost of damaged fastening systems. On the contrary, rebrand might be a good time to unravel and improve problems to facilitate the work of employees. Therefore, employees should feel higher about the rebrand, because after starting they’ll have the ability to do their work more confidently and efficiently.
If there is one thing that has taught the world a great resignation, then employees will leave if they do not have the support of the employer. IN 2021 Pew Research Survey57% of employees who abandoned their jobs, as the reason was not respected at work. The expectation that employees will do their best without any help might be interpreted as a lack of respect.
Rebrands might be difficult. If you are wondering, make sure you shut the gaps in the worker’s experience. Proactive will remove one of the biggest obstacles to effectively drive the changes you are looking for.