3. Bridging the people gap
Cost-saving is one of the most common reasons why organisations choose to implement rebrands internally. They think that the fewer outsiders they bring inside, the easier it would be to keep the costs down. But this is not without its risks.
Firstly, it can put the organisation’s operational productivity at risk. Running the rebrand internally means your employees have to take on more responsibilities on top of what they already have on their plates. With so much riding on such projects, there is a risk that rebrand-related goals will take priority over anything else – including their day jobs.
Implementing brand change internally also means facing the possibility of expertise gaps. The skills and competence required of your employees for your day-to-day operations may not always match the specific skills and level of experience that your rebranding programme requires.
Introducing third-party consultants and experts to work alongside internal teams not only fills this expertise gap, but this collaborative setup is also more sustainable for all concerned and leads to longer-term success post-rebrand as the initial roll-out gets underway on the right foot.