Building a strong brand begins with employees embracing change. The story of your organization must go on to lead a life of its own. Storytelling is the means to motivate people internally and externally to change. In fact, it starts with telling the story internally. Therefore, provide a concise story that is implemented consistently, consequentially and constantly in all communications.
Communication greases the wheels of change. Within the organization it is important that employees are aware of what the organization stands for and what that identity is. If this is clear to employees, they are more motivated and involved. The better the communication, the more successful the change. The same applies internally and externally: be sure to create a brand experience. Employees throughout the organization - from management to cleaners - must experience the brand in the same way. Only then can they identify with the brand. Your communication, behavior and symbolism must be completely consistent, otherwise you will deviate from the core of the story and it will no longer be convincing. This story must be felt by the entire company and by the outside world, the (potential and existing) customers and other stakeholders.
Organizing processes that fit in with the change make it easier for employees to change. A process that promotes global branding is working according to the network model. In organizations that work via a network model, divisions inspire each other and employees, locations and teams work together. The emergence of networks is important because employees within divisions of internationally operating organizations - each with their own culture, language area, way of thinking and processes – are specialists in their own market.
The head office no longer serves as a ‘transmitter’ in a network model determining which rules and frameworks may be applied. The head office only provides headlines, facilitates collective resources and provides sources of inspiration. So that the brand identity in every country comes across in the same way (corporate identity, etc.) and conveys the same vision. For example, the international divisions are responsible for their own branding in the local environment, based on the local context, such as (visual) language and (business) culture. By constantly inspiring them and providing them with correct examples, they translate the brand identity into local and cultural insights and specific market expectations in a very pragmatic and current way. Customers benefit the most from this. Through the network model, people inspire each other and learn from each other, 24/7/365.
Technology can support organizational change and therefore also the change or reinforcement of the brand identity. If the technology fits the task, it benefits the results of the change. Technology in organizational change is not a goal in itself, but it is a crucial tool. Technology brings structure to the organization, but structures must "mix" with existing organizational practices. Employees must become familiar with the new digital resources or channels by using them daily. User-friendly systems help by standardizing communication processes and reinforcing brand identity. The blog "5 technology trends to create structure in your brand management" describes all-important brand management tools such as Marketing Resource Management, Digital Asset Management and Brand Identity & Template Management software.
People, processes and technology are the building blocks for a successful brand that excels internally and externally in today's network society. Would you like to read more about successful organizational changes and global brand management? Download the whitepaper ‘How do you build a strong (corporate) brand?’