Product leaders often feel they must present a perfect, unassailable plan to executives. However, the goal should be to start a discussion. Presenting an idea as an educated guess allows for a collaborative debate where you can gather more information and adjust the strategy based on leadership's feedback.

Don't rebrand for the sake of it. A successful rebrand should be a deliberate move to signal a fundamental shift in your business, such as an expansion, a new mission, or a deeper commitment to core values like sustainability. It's an external reflection of an internal change.

Inspired by Apple Stores placing iPads crooked to encourage touch, consultants should present strategies with minor flaws. This invites senior teams to "straighten" the plan, creating a feeling of ownership that makes them five times more likely to embrace and execute it.

A founder's reluctance to rebrand often stems from sentimental value (e.g., a family member designed it), not business logic. Overcoming this emotional barrier is a critical first step, recognizing the difference between a simple logo and a comprehensive brand identity that can scale.

During Ford's two-year rebrand, moments where stakeholder alignment was lost were not failures. The CMO found these "regroups" were critical for strengthening the strategy, revealing where initial agreements were superficial or impractical and making the final plan more durable.

When presenting their rebrand strategy, Ford's CEO encouraged his team to transparently share challenges they hadn't yet solved. This demonstrated deep, critical thinking and built more confidence with the board than a perfectly polished presentation would have.

Strict adherence to brand cohesion often stifles creativity and results in subjective boardroom debates. Brands achieve more by focusing on creating relevant, timely content that resonates with their audience, even if it occasionally breaks established stylistic guidelines.

A rebrand's foundation isn't visual; it's defining the company's "soul"—its purpose, voice, and personality. This creates brand principles (e.g., "be undaunted but thoughtful") that serve as the objective standard for evaluating all creative choices, from the name to the logo.

Transform a creative department from a production house into a strategic partner by changing how you brief them. Instead of giving prescriptive directives, present the business problem that needs to be solved. This empowers creative minds to contribute to strategy and deliver more impactful solutions, not just executions.