How do we get employees behind our rebrand?

Listen across roles and locations so the creative brief reflects employees' experience, not only leadership's assumptions. The Frameworks begins projects by speaking to employees at different levels and across countries, from operational and customer service teams to the CEO. Questions cover the company's opportunities and challenges, the qualities employees want associated with the brand, what makes them proud of their work and what they understand about customers' difficulties. The Frameworks presents the findings to the client, confirms the direction and turns the findings into a creative brief. Use that sequence to give employee perspectives a role in defining the rebrand before creative development begins. Ragan Communications reported in 2025 that International explored what the Navistar and International names meant to employees, customers and dealers before its rebrand, with employee sentiment informing internal messaging and tone.

Build the identity around shared experience rather than claims employees cannot recognise in their working lives. The Frameworks argues that involving employees from the start helps root a brand in genuine experiences instead of empty statements about authenticity. For First Names Group, a management buyout created the need for a unifying vision across global offices, siloed teams and a broad client portfolio. Interviews with employees and stakeholders showed that the business was defined by its people and the confidence and trust they inspired. The Frameworks made those people central to the new brand. Follow that principle by using employee insights to shape the identity itself, not merely its introduction. The Frameworks brings strategy and creative teams together to translate that understanding into a brand intended to resonate internally as well as with prospective customers.

Explain the change and employees' place in it throughout brand development, rather than presenting a finished identity without its rationale. The Frameworks argues that employees need to understand why change is happening, what the new brand will help them achieve and how their ideas and concerns are being considered. When Ardonagh Group consolidated four brands under the Price Forbes name, the identity needed to honour its heritage while looking to the future. The Frameworks involved employees in the research phase and developed materials explaining the chosen approach and employees' importance to the brand's future vision. Use explanatory materials to connect the business decision with employees' concerns and contribution. In Gallagher's 2025 global internal-communications survey, reported by the Institute of Internal Communication, 44% of internal communicators identified change fatigue as one of their biggest barriers to success.