Over time, an organization's brand can become damaged. This can happen for a variety of reasons. In the mission-driven world (and especially in the Christian denomination and religious organization sphere) brand and identity are very closely intertwined.
In many of these groups, identity and brand have been used to identify a historical tradition, a longstanding relationship or association between entities, a particular theology or philosophy, and a particular set of services provided to others. The brand identifies in-group / out-group as well as history, tradition, and mode of doing business at the same time.
Add to this difficulty, then, when the damaged brand is part of a damaged brand class - not just our restaurant, and its other franchisees, but all of "fast food" altogether, for instance. This makes transformation all the more difficult. The same could be true of a church identified with a particular Christian denomination in its name and core identity, where not only that denomination, but denominationalism in general, has experienced some level of brand damage.
In these cases, identity is so intertwined with the brand that many organizations cannot break in to emerging demographics where the brand does not have any power. The fear is (and justified, to an extent, by historical experience) that a change of brand would cause a loss of identity, which would cause a shift away from core mission and purpose to something that the enterprise cannot or should not do or be. In many cases, the emerging demographics now outnumber the existing demographics, and the brand-loyal demographic is shrinking. Moreover, in many of these same cases, the capacity of the brand to deliver services is decreasing. What can be done?
The trick is in many of these cases for steward leaders to use identity differently to re-brand to reach emerging demographics without losing core essence. When identity has formed around history, tradition, (historical) relationship, core theology/philosophy, or business mode, loyalty outside of established relationships will be difficult, if not impossible. This is especially true when the existing demographic is shrinking. Instead, clearly defining the core identity from the perspective of vision, direction, and values, and defining the enterprise by what it will be and become rather than what it has been, or how it contrasts with others, will propel the enterprise forward and help it develop new branding and connect with new demographics. (Note that this may, or may not, require a name change, depending on the level of brand damage. However, just changing the name without doing the vision work probably won't do much.)
In essence, this shift is about shifting from using identity as boundary setting to using identity as a platform. When we use identity to set boundaries, we often identify ourselves in contrast to others, and spend much of our time ruling on who (or what) is in and who (or what) is out. When we use identity as a platform, we use who we are (and have clearly defined and developed deeply) to launch into new space (whether blue ocean or a competitive space). Once identity, based in vision and forward direction, becomes a platform from which to operate, the enterprise can become significantly more agile in responding to new challenges. In this case, this shift in the use of identity can help the enterprise gain both organizational flexibility and strategic responsiveness - in this case, often gaining responsiveness by gaining flexibility.
In the end, steward leadership of brand and identity doesn't require forgetting or losing history, tradition, (historical) relationship, core theology/philosophy, or business mode, but there will be a different emphasis with them, and they will be used differently. Every brand has a story - every brand IS a story. Shifting from a historical story to a visionary story, and using the story as a platform rather than as boundary-setting allows for the story to reach new people. And for any enterprise to exist long term, it must have a constant pipeline of new people connecting to the story. What story are you telling? What do you need to tell?