When Irembo spun out its payment feature, it initially used the same brand colors, causing confusion. A simple change to a new color (green) was the critical first step in establishing a separate identity. This visual differentiation helped both internal teams and external customers see it as a distinct product.
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While product differentiation is beneficial, it's not always possible. A brand's most critical job is to be distinctive and instantly recognizable. This mental availability, achieved through consistent creative, logo, and tone, is more crucial for cutting through market noise than having a marginally different feature set.
To ensure its new payments platform was truly scalable, Irembo hired a new product manager. Existing PMs were too biased by the primary government product's needs. The new PM could treat the main product as just one client, enforcing standards and preventing over-customization.
Your team's internal names for features often confuse customers. Systematically harvest the exact words customers use to describe outcomes during sales or support calls and use that language to rename features. This self-identifying language, used by Apple (e.g., "AirDrop," "Retina Display"), makes products instantly understandable.
To prevent its new mobile app from simply replicating its existing web platform, Irembo framed the mobile team's goal as competing with the web team. Their key metric was shifting user traffic from web to mobile for the same services. This created a competitive dynamic that forced innovation and differentiation.
To grow an established product, introduce new formats (e.g., Instagram Stories, Google AI Mode) as separate but integrated experiences. This allows you to tap into new user behaviors without disrupting the expectations and mental models users have for the core product, avoiding confusion and accelerating adoption.
A new brand identity gives employees something tangible to rally behind, increasing their pride and sense of belonging. This renewed energy can manifest in unexpected ways, such as employees willingly volunteering their personal time for company events, strengthening internal culture.
To avoid disrupting existing enterprise customers and being disrupted themselves, Sourcegraph launched a new brand, AMP. This freed them from Kodi's contracts, customer expectations, and release cycles, enabling a much faster, more radical development pace for their new coding agent.
Many 'category creation' efforts fail because they just rename an existing solution. True category creation happens when customers perceive the product as fundamentally different from all alternatives, even without an official name for it. The customer's mental bucketing is the only one that matters.
Modern design systems should use tokens to define core elements like colors and fonts. This allows for massive scalability; a single change to a core token (e.g., the primary brand color) can instantly and consistently update every component across the entire digital ecosystem, enabling rapid rebranding or updates.
To move from a project-based model to a scalable product, Irembo created two distinct teams. One team focused on building the core platform and its capabilities, while the other handled client-specific implementations using the platform, effectively managing the transition without disrupting delivery.