Navigating Brand Architecture Change: A Case Study of Employee Engagement and Change Management in the Pharmaceutical Sector
Illikainen, Kaija (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202503103951
https://urn.fi/URN:NBN:fi:amk-202503103951
Tiivistelmä
This thesis investigates the local implementation of a global brand architecture change within a pharmaceutical company, referred to as Company X.
It focuses on aligning the Company X employees’ global brand architecture change strategy while addressing the local operational needs. The primary objective was to effectively engage employees during this transition to ensure alignment and minimize resistance. The research specifically examines employee engagement and change management in the Finnish organization of the company.
The theoretical framework combines branding and change management concepts emphasizing Lewin's Change Management Model and employee engagement theories. Semi-structured interviews were conducted with employees to assess their needs, expectations, and concerns, with findings analyzed using Lewin’s Force Field Analysis to identify driving and restraining forces.
Results underline the significance of effective change management and communication, leadership involvement and practical training materials in managing brand architecture change. Employees emphasized the necessity for timely communication and clear resources expressing concerns about potential brand equity loss. The study offers actionable insights for enhancing internal alignment during brand transitions, addressing challenges and fostering employee engagement. It also stresses the importance of balancing global strategies with local organizational needs for sustainable brand change.
This thesis concludes with a discussion of the successes and challenges of the implementation plan and offers recommendations for future research including studying on the long-term impacts of brand changes and strategies on employee engagement.
It focuses on aligning the Company X employees’ global brand architecture change strategy while addressing the local operational needs. The primary objective was to effectively engage employees during this transition to ensure alignment and minimize resistance. The research specifically examines employee engagement and change management in the Finnish organization of the company.
The theoretical framework combines branding and change management concepts emphasizing Lewin's Change Management Model and employee engagement theories. Semi-structured interviews were conducted with employees to assess their needs, expectations, and concerns, with findings analyzed using Lewin’s Force Field Analysis to identify driving and restraining forces.
Results underline the significance of effective change management and communication, leadership involvement and practical training materials in managing brand architecture change. Employees emphasized the necessity for timely communication and clear resources expressing concerns about potential brand equity loss. The study offers actionable insights for enhancing internal alignment during brand transitions, addressing challenges and fostering employee engagement. It also stresses the importance of balancing global strategies with local organizational needs for sustainable brand change.
This thesis concludes with a discussion of the successes and challenges of the implementation plan and offers recommendations for future research including studying on the long-term impacts of brand changes and strategies on employee engagement.