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A company spends months defining its brand—articulating its vision, engaging employees, aligning stakeholders, and crafting a compelling narrative to attract customers, partners, and investors. The brand launch is a resounding success. Momentum builds, and the foundation for a strong identity is firmly in place. Then, just as the brand begins to resonate, the plug is pulled. The agency responsible for building this foundation is let go, their contributions dismissed as complete. This is the reality when organisations fail to recognise branding as a long-term investment.
In a recent project, a branding agency delivered far more than just a refreshed identity. They helped craft a brand that inspired employees, instilled confidence in investors, and set a clear foundation for future partnerships. Their work wasn’t limited to visuals or messaging; it reshaped the organisation’s culture, strengthened its narrative, and created alignment across stakeholders.
After months of collaboration with the internal team—developing messaging, refining storytelling, and creating a brand that everyone believed in—the results were celebrated. Employees embraced the brand as their own, investors recognised its potential, and partners were drawn to its clarity and strategic focus. The product was universally praised, and the brand was positioned for long-term success.
Yet, as soon as the identity was finalised and the initial relaunch complete, the company severed ties with the agency. This decision not only overlooked the deeper value external brand builders bring—challenging assumptions, driving strategic vision, and championing the brand’s integrity—but also squandered the opportunity to capitalise on the momentum they had created. Why stop there? Why let go of the very people who had helped bring the brand to life—those uniquely positioned to ensure its continued growth and evolution? Instead of using this critical period to solidify the brand’s impact, the company prioritised short-term savings, a decision that quickly led to fragmented messaging, internal misalignment, and missed opportunities to realise the brand’s full potential.
Why This Approach Fails
A brand’s success isn’t measurable at launch—it’s reflected in how it grows over months and years. Employee engagement, cultural alignment, partnerships, and investor trust are all long-term outcomes. Cutting ties with the experts who built the brand just as it starts gaining traction is like firing a winning coach at halftime.
Great brand builders aren’t “yes” people. They’re hired to challenge ideas, offer fresh perspectives, and fight for the brand’s best interests. If agencies are marginalised to “just do as they’re told,” their strategic value is wasted, and the brand suffers. Organisations need partners who can push boundaries without fear of job security.
Internal employees—especially those in marketing or communications—often operate under constraints. They may fear losing their jobs if they push back against leadership or challenge poor decisions. External brand builders, however, bring an outside perspective and the freedom to advocate for the brand without these limitations. This independence is crucial for driving bold, effective strategies.
Branding isn’t just for external audiences; it’s a critical tool for aligning and inspiring employees. When teams see leadership disregard the branding process or dismiss the experts behind it, it sends a message: the brand isn’t a priority. This can erode morale and make it harder to embed the brand’s values into the organisation’s culture.
A brand’s reputation is built on consistent messaging and storytelling. Abruptly changing course or removing the people responsible for maintaining that consistency creates confusion. Partners and investors notice when a company appears disjointed or inconsistent in its messaging.
The CEO’s Role in Protecting the Brand
As a CEO, it’s your responsibility to ensure that branding decisions align with the organisation’s vision and long-term goals—not just short-term financial considerations. Agencies and brand builders aren’t hired to be compliant—they’re hired to be strategic. Embrace their challenges as a sign of their commitment to the brand’s success.
The real work begins after the brand is launched. This is when continuity and expertise are most needed to ensure the brand lives and breathes in every aspect of the business. Internal teams may lack the freedom to push for bold ideas, but external partners can. Use their independence to your advantage and let them advocate for what’s best for the brand.
Branding isn’t just about aesthetics—it’s about driving culture, partnerships, and investor confidence. Cutting ties with the people building your brand risks undermining all three. A brand isn’t built overnight—it’s nurtured over time by the people who understand it best.
CEOs must recognise that external brand builders are not just vendors; they’re partners in shaping the organisation’s future. Dismissing them prematurely or marginalising their expertise doesn’t just harm the brand—it sends a message that short-term gains are more important than long-term growth.
A Call for Reflection
Are you investing in your brand as a long-term asset, or are you prioritising short-term decisions at its expense? Let’s collaborate to ensure branding remains a strategic driver of culture, partnerships, and growth.
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