The emotional side of rebranding: Why it’s hard and why it’s worth it

If brands didn’t matter, changing them would be easy.

However, certain emotional and psychological dynamics will come up during the rebrand process. As former CEO of IBM Ginni Rometty said, “Growth and comfort do not coexist.” These dynamics differ significantly depending on leadership context. Whether you are a founder or longstanding CEO or a newly appointed CEO stepping in through M&A or private equity, legacy leaders and long-term employees often feel deeply connected to the existing brand.

For them, the brand is deeply tied to their identity, their history, their sense of purpose. Naturally, they’re hesitant. Sometimes resistant to changing something they’ve invested in emotionally and professionally. On the other hand, new CEOs often brought in during significant transitions usually approach a rebrand with urgency. They’re driven by growth, strategic clarity, investor expectations; and they need to create and demonstrate value rapidly.