Business success requires adapting to the times. This adaptation spans a range of elements—how services are delivered, leadership communication styles, talent acquisition strategies, and, for long-established brands, preserving legacy and tradition. Navigating this balance between tradition and innovation can be challenging. Take Hermès, for example. They’ve successfully modernized without sacrificing an ounce of their core values, which has helped them outperform competitors in a struggling luxury market. The automotive sector is another industry experiencing a major shift due to evolving consumer sentiment, where the Jaguar rebrand has recently sparked widespread attention and polarizing opinions.
Jaguar’s Rebrand Gamble
Jaguar recently ignited a social media firestorm with its announcement of a dramatic rebrand of its heritage brand. The company’s reinvention—expected to be on full display during Miami Art Week on December 2—features a bold new aesthetic they call Exuberant Modernism. With over 160 million social media views, the campaign achieved significant visibility. However, a large portion of that visibility was in the form of criticism, especially from loyal customers (and brand enthusiasts).
Speaking with the Financial Times, Jaguar’s managing director, Rawdon Glover, acknowledged the backlash, describing the reaction as “a blaze of intolerance.” He defended the strategy, explaining, “If we play in the same way that everybody else does, we’ll just get drowned out. So we shouldn’t turn up like an auto brand. We need to re-establish our brand and at a completely different price point, so we need to act differently.”
This approach highlights a critical lesson for CEOs: bold changes often invite resistance. Secondly, Jaguar’s rebranding campaign also highlights a fundamental principle of reinvention that’s a necessity—get the sequence right. With the amount of backlash and disappointment, Jaguar has seemingly fallen short with their sequencing. Market research and audience engagement are crucial in any transformation, whether launching a product or redefining your workplace culture. Jaguar’s rebranding campaign provides three key takeaways (and reminders) for leaders navigating reinvention in the workplace.
1. Honor Your Legacy
Tradition creates emotional connections that are nearly impossible to replicate. Whether in college football, holidays, or iconic brands like Jaguar, people value continuity. A senior advertising executive familiar with Jaguar’s history summed it up aptly: “You can destroy a brand in 30 seconds that took a lifetime to build.” Reinvention doesn’t mean abandoning your roots. Consider Taco Bell, which, despite its origins in 1962, was named one of the most innovative companies in 2024 by Fast Company. They modernized their brand while preserving their core essence and familiarity. The same applies to company culture. While attracting new talent or customers is necessary, alienating your core base can be costly. As Warren Buffett famously said, “It takes 20 years to build a reputation and five minutes to ruin it.” Reinvent, but stay true to your DNA.
2. Sell The Dream First
Effective leaders are persuasive storytellers who rally people around a vision that is both emotionally and logically appealing. Steve Jobs’s iconic 2007 iPhone presentation is a masterclass in selling a better future. Similarly, reinvention—whether of a product or culture—requires securing buy-in from your core people first and foremost. For Jaguar, the disconnect seems to be in failing to sell this vision to their loyal audience fully. When analyzing the workplace, the demographics are rapidly shifting, with Millennials and Gen Z increasingly dominating the workforce. Leaders must focus on emotional connection and purpose alongside practical benefits such as salary. Selling the dream isn’t optional today—it’s essential.
3. Make It Collaborative
Collaboration is vital to any reinvention process involving people. Market research isn’t just about data; it’s more about listening to people. Whether introducing a wellness initiative or launching a new product, including (and keeping) your core audience in mind from the onset can dissipate a large majority of resistance or save you from wasting your time on something that isn’t an ideal initiative. When employees or customers feel included in shaping the future, they’re more likely to embrace change (and, in the best case—become an evangelist for you). Conversely, presenting a new direction as an absolute certainty from day one can lead to pushback. Test concepts, gather feedback, and refine your strategy before full implementation.
Reinvention Is A Process
Reinvention—whether for a brand or a workplace culture—is rarely smooth sailing. Glover noted, “We don’t want to necessarily leave all of our customers behind. But we do need to attract a new customer base.” This balancing act reflects the reality of change: it’s often uncomfortable but necessary. However, most importantly, it’s imperative to remember that successful reinvention lies in sequencing. You can navigate change without losing what makes your brand—or your culture—unique and timeless. The Jaguar rebrand isn’t off to a great start, which serves as a reminder to CEOs and other business leaders: reinvention isn’t just about what you change, but how you change it.