What does your internal brand really say to your people?

Last November, Jaguar unveiled a controversial rebrand. The luxury car company revealed a new logo and a new brand ethos: ‘Exuberant Modernism.’ As is customary in 2025, the reaction was deeply divisive. But what was most telling wasn’t just the outrage from old-school car aficionados – it was the passionate opinions of people who had never, and probably will never, own a Jaguar.

This reaction proves a fundamental truth about brand identity: it’s not just about a logo or product. A strong brand is an idea, a feeling, a promise. It’s about an emotional connection that makes people feel part of the story and invested in its success.

In pharma, this is especially relevant. Complex science, strict regulations, and dispersed global teams can make it harder to create that emotional connection. A clear, consistent internal brand can bridge those gaps, helping colleagues understand not just what your organisation is doing, but why it matters, and how it can motivate them to play their part in delivering it.

It’s easy for communications to get lost in the noise. A strong internal brand will help your messages cut through. So, ask yourself:

Am I utilising my organisation’s brand in the most effective way in my internal communications?
Could I be confusing/diluting its message with my own project logos/identities that may not align?
Should I be reaching out to my Communications/Brand teams for guidance? 

And finally, I’ll admit it – I like the Jaguar rebrand. But for now, I’ll stick to admiring from afar.