Rebranding after M&As and restructures: A strategic imperative, not an afterthought

Mergers, acquisitions and leadership restructures bring inevitable transformation – new teams, new capabilities, new geographies and, often, new priorities. In the face of such change, two significant questions consistently surface across stakeholders: What’s changing? and Why is it important to me?

Rebranding is not a cosmetic refresh. When approached strategically, it becomes a vital tool to answer these questions – turning complexity into clarity, dissonance into alignment and fragmentation into a single, forward-looking identity.

Making sense of change

Bringing two or more entities together, or reconfiguring an organisation internally, requires more than operational restructuring. Cultural and emotional alignment are equally critical. Rebranding allows an organisation to acknowledge its legacy while articulating a renewed, shared purpose for the future.

When legacy businesses are combined, or when one withdraws, the new or restructured entity must carry forward existing equity in a way that’s both authentic and future-oriented. An on-point brand identity conveys unity and ambition, presenting the organisation as fresh and new.

Take Indian FMCG player Adani Wilmar Limited, which recently transitioned to AWL following a management restructure. With more than two decades of brand trust behind it, it was so important to retain heritage while creating a forward-looking energy. The new brand centred around the idea of ‘sangam’, or river confluence – an important symbol to Indian audiences. It was used to reflect the company’s integration of agriculture, industry and households in a seamless food ecosystem.

Reassuring the people that matter

Change often leads to uncertainty. Teams fear for the future. Customers question whether the company can still service their needs. Partners wonder about ongoing alignment.

A rebrand can assuage troubling thoughts. With a clear story and identity, a rebrand reassures internal and external stakeholders that the business is going in the right direction, with allied values and delivery.

In the case of AWL, the concept of ‘sangam’ impacted the design and business positioning – it provided a bridge between the concepts of cultivation and consumption, and it brought unity to the brand message, making the change meaningful.

An M&A or restructure usually indicates the beginning of a new phase – entering new markets, diversifying offerings or repositioning to meet shifting demands. Rebranding can support this shift, meaning the business can reintroduce itself on its own terms – rather than let the rumour mill do its worst. A fresh identity can also help a business break free from outdated perceptions.

Essential steps

• Consider the main thrust of the new entity. A shared vision that makes sense internally and externally will strengthen foundations.
• Understand the brand’s values. What needs to remain, move on or be retired?
• The brand should mirror the past (the good bits) as well as signal plans for the future. It should express what the company stands for and why it matters.
• The visuals and language need to be unified, modern and inclusive. This is your chance to inspire employees and refresh connections all round.
• Rebranding should extend across all touchpoints – packaging, digital platforms, internal documents, HR templates, investor materials.

Avoiding common pitfalls

One of the most common missteps is underestimating the strategic role of brand. When it’s treated as a design overlay rather than a business priority, there’s often confusion and missed opportunity.

Discarding established names or values without explanation can erode trust, so always tell people why you’re doing what you’re doing. The failed rebrand of media and tech company Oath – created by Verizon after acquiring AOL and Yahoo – shows just how things can go wrong. It lacked clarity and emotional connection and, in the end, failed to resonate.

Confusing brand architecture can also weaken positioning. If stakeholders don’t understand how the new brand relates to existing products or services, it creates dissonance. Oath struggled here as well – users didn’t see how it connected to familiar platforms.

A lack of clear messaging during the transition can also fuel uncertainty. Human-centred communication is necessary to help stakeholders understand the rationale behind the change and stay engaged.

Learning from experience

There are lots of rebrands out there that highlight the value of getting it right. When Facebook rebranded to Meta it was signalling its ambition to move beyond social media and lead in building the metaverse. The change reframed the company’s identity and aligned teams, investors and the public with a broader vision.

Accenture’s separation from Arthur Andersen in 2000 is another strong example. The rebrand served as a break from the past and a launchpad for global expansion. It allowed the company to introduce a modern identity and scale rapidly.

When grounded in strategy and truth, rebranding does far more than change a name or logo. It is a business process that defines your position, unifies people, sharpens focus and drives growth.

Written by

ASHWINI H PABLE
Business Strategy Lead, India, Middle East, Asia
Brand consultancy bluemarlin