Which parts of our current identity should we keep?

The strongest parts of a current corporate identity are the cues that employees recognise as a genuine reflection of the organisation and its future direction. A visual identity should not be judged only on whether it looks current. It also needs to express what the organisation does, the qualities it wants to be associated with and the opportunities it is pursuing.

Start by listening across the business, from leadership to customer-facing teams. Ask what people are proud of, where they see challenges and opportunities, and what they understand about customer needs. That inside view helps separate a familiar asset with real meaning from a familiar asset that is simply old. The result should be a clear creative brief: preserve what still helps people understand the brand, and evolve what no longer does.

Brand consistency is often the first problem to repair before replacing distinctive brand assets. When regional teams, business units or channels apply design differently, the message becomes muddled and the organisation can look less joined up than it really is. The issue may be weak central oversight, unclear principles or guidelines that are not being used, rather than an identity that has lost all value.

A corporate rebrand should therefore distinguish between assets that need retirement and assets that need better governance. Logos, typography, colour and other visual choices need clear rules, practical guidance and consistent application. The BBC's regional radio identities show how small inconsistencies can build until sub-brands no longer look connected to the same organisation. A disciplined system protects the effort invested in creating a distinctive identity.

We believe a corporate rebrand should retain the identity cues that still carry meaning, then give them a clearer job in the organisation's future. That means starting inside the business, listening to people at every level and turning their insight into a strategic creative brief. A provider should be able to connect strategy, employee understanding and design, not simply supply a new look. We have taken that approach with Yokogawa Test & Measurement, where a refreshed brand centred on its people, The Precision Makers. The work helped move the business from being seen as an instrumentation supplier to a trusted partner, while employees embraced the brand as a reflection of themselves.