You're navigating conflicting expectations in a company rebrand. How can you satisfy all stakeholder groups?

The old adage "you can't make everyone happy" is true here. The trick is to create a strategy that is backed by real data, then present this strategy in a way that makes sense to all parties. Often overcoming objections is mostly about listening to said objections, and addressing them directly (with patience, and kindness). Most people just want to be sure their concerns are being taken into consideration. The most important takeaway is to create a plan, convey how the plan will benefit the business, and back it with enough information that it cannot be disputed.

Rebranding is always a tough issue for all stakeholders. First of all for the employees, especially those who have been working many years for the same company and now need to adjust to the new surroundings. As with everything communication is a key factor in the process. Try to involve or at least inform all people as soon as possible in the process. Even if not everything in the project is fixed it is important to inform the company and keep the information ongoing throughout the process. Also you should work with different communication channels: the Intranet, 1:1 meetings, monthly company meetings, internal newsletter. And give your employees the chance to share their thougts and most importantly fears.

Clear messaging definitely is the crucial factor in any communication strategy, however this is a skill that is getting lost more and more. Not because of a lack of ability, but because of a lack of courage and trust. Especially the transparency factor is often neglected. If you want to excite and motivate your employees, you need to be open and honest with them. This means sharing not just successes but also challenges and setbacks. By doing so, you create a culture of trust and engagement. Employees feel valued and are more likely to be invested in the company's goals. Transparency fosters collaboration, innovation, and a stronger sense of community within the organization..

La boucle de rétroaction peut également être la boucle des feedbacks pour avancer rapidement et s'améliorer de façon itérative. Pour cela, il convient d'acculturer les intervenant à la méthodologie et surtout à s'engager activement à réaliser les actions d'un échange à l'autre. Si entre temps, il n'est pas possible de mettre en place son action, il faut définir précisément en feedback qui contacter en cas de difficulté. Il s'agit de définir des back-up.

I have found that getting an survey with all stakeholders (small or big) is a good way to start. Alignment with leadership is the next important step ( to ensure smooth implementation in the wrong run) . Constant feedback and updates to all is very important to keep the exercise going and on track

The brand represents the purpose of existence of the enterprise. It reflects the culture of the organisation. One major mistake can create havoc with the organisation. So it is of utmost importance that the top management and the Board concur with the rebranding.

Defer to customer research if the organisation isn’t grown up enough to make the right decision. Some simple testing takes it out of individuals hands, away from opinion and “my kids think..” mentality. Be warned though - consumers don’t always get it right.

Consider adopting a "core and flex" approach. Establish a non-negotiable core identity that aligns with the company's vision and values, then create flexible elements that can be tailored to different stakeholder needs. This strategy allows for consistency in brand essence while providing adaptability in execution. Implement a tiered rollout, introducing the core elements first, followed by customized touch-points for various audiences. This method not only balances diverse expectations but also creates opportunities for stakeholder engagement and brand evolution over time.