Brand Transformation : Igniting the Butterfly

Sabrina Prioletta May 10, 2024

“We tried rebranding a few years ago; what guarantees this initiative?”

“Could rebranding alienate our customers and harm brand loyalty?”

“Are the costs of this transformation justified by the expected benefits?”



Skepticism around changing your brand is normal.  Whether the fears are based on past failures, risk aversion, or financial concerns makes no difference.  Ultimately, there is ambiguity around ‘changing who we are’ or ‘becoming more of who we really are’.

Change is never easy.

Especially not at the corporate level.


3 Flags to watch for  –  and why Change Catalyzers don’t always work

Can the caterpillar become the catalyst?  Yes, given the right conditions.


1. Lack of Vision and Clarity

Ask yourself why. Without a clear understanding of why a rebrand might be important for the organization’s raison d’etre, you are wasting your time.  Brand purpose, values, positioning are all elements that help articulate a compelling vision for the rebrand. With lack of clarity, you are simply confusing and frustrating your stakeholders. This will ultimately hinder buy-in and adoption of the new brand identity.

  • DO!  Understand the need for a transformation. Get cross-functional alignment on that need. Make it simple, yet powerful enough for anyone to describe why this is important.


2. Resource Constraints

Brand transformation requires significant investments of time, budget, and resources. Organizations may face challenges in allocating sufficient resources to support the rebranding process, including hiring external expertise, updating marketing materials, and training employees. Limited resources often slow down the implementation and compromise the quality of the rebrand.

  • DO!  Begin with bite-sized portions and apply continuous changes over time. Get alignment on the brand identity and positioning. This sets the tone for the application across assets. When in doubt, sandwich your efforts around milestones, rather than stretch thinly across the year.


3. Resistance to Change

One of the most common challenges organizations face during brand transformation is resistance to change. Employees, shareholders, board members, and even loyal customers may feel attached to the old brand identity, making it difficult to embrace the new direction.

  • DO!  Identify the meaning that people associate with the proposed change. Depending on their perspectives, experiences and contexts, this meaning can drastically change. That said, remember that our definition impacts new direction or the ability to transform.


Change is never painful. Only resistance to change is painful.

Gautama Buddha


So stop the resistance before it starts.  Address these potential challenges before you begin.

Caution – this will require strategic planning, cross-functional collaboration, and a commitment to continuous improvement. Is your organization ready for the change?


A rebrand is never just a matter of changing one’s logo. It stems from a much deeper philosophy for the brand.

Think about a caterpillar that sheds its exoskeleton during transformation. This outer shell provided structure and protection for it while it was going through the molting process.

In the same way, your old identity created safety, perhaps comfort at the beginning. Now, your refreshed identity is rooted in something much bigger.


What the caterpillar calls the end of the world, the master calls a butterfly.


Where competition is fierce and disruption is constant, the need for brand transformation is no longer a luxury but a strategic imperative. As stewards of corporate strategy and guardians of shareholder value, we hold the torch needed to ignite brand transformation.


So when an executive asks:

“What guarantees do we have that this rebranding effort will succeed?”


“How much do you want this to work?”


Click if you want this to work