Page 29 - PWM2025_SEPTEMBER EBOOK

TECHNOLOGY REPORT

has seen the world, the paper industry, share the finished branding.” all our partners around the world.”
creative sector, and his own business all The resulting new logo design can be described as ‘Marmite’. This, he says, included making a film
evolve significantly since then. But beyond that Watkinson said the team “developed an entire “exploring the creative power of paper
Consequently, the firm felt that the branding system that could accommodate our various sub that we used to mark the launch” and
2014 identity was “no longer an accu- brands and services, including the new GF Smith Charitable spending time “anticipating every ques-
rate representation of who we are, our Trust, which could adapt with us as we evolve.”
global reach, or the world we move in”. In physical terms, the design was applied to everything from tion we were likely to be asked – and
He adds: “The GF Smith of today is a samplers and swatches to merchandise and navigation at the every criticism we were likely to receive
dynamic and creative company, operat- firm’s Hull HQ. And for the digital side of the business, the – so we were prepared to address any
ing in more than 30 countries, unafraid rebranding required a new website that Watkinson says was reactions in an honest and measured
to challenge the conventions of what built in collaboration with Made by ON, which “translates the fashion”.
can be a tradition-orientated industry.” tactility of paper into an online experience”.
The rebrand, says Watkinson, “was “The rebrand,” he says, “touched literally every facet of our The votes are in
an opportunity not just to change our business. It was a huge undertaking – because it had to be.” So how was the rebranding received?
visual identity, but a chance to connect With such a wide remit, the exercise was never going to be Have there been any tweaks made since
with an emerging creative generation quick. Watkinson says: “It was, very deliberately, a major under- launch? Watkinson is very direct when
and, reframe how the entire sector talks taking, involving several months of work from research to roll- he says that since the January launch
about paper”. He continues: “Paper is out... our goal was to create something that is truly reflective of “we’ve been overwhelmed by the posi-
modern, creative, sensory, full of possi- who we are as a business, and we felt that the chosen design tive response that the rebrand has
bility – but all too often, it is repre- route does that brilliantly.”
sented in outdated ways.” GF Smith, He considers the process “wonderfully energising and engag- received, and we’ve not changed a thing
says Watkinson, wanted to modernise ing” and “very inspiring for us”. He even goes so far as to say that about it since”.
the business and keep paper relevant in “when we saw the brand positioning and new visual identity, it He recognises that design is subjec-
a digital world. was a true lightbulb moment. It felt as though we’d truly got to tive and knew that that the “change
Flexible is as flexible does ages other organisations in the industry resentation of the warmth, humanity, optimism and energy that would trigger strong reactions and
the heart of who we are”.
He hopes that the rebrand encour-
Watkinson seems delighted that the new logo is “a visual rep-
divide opinions – especially in an
to do the same.
creative perspectives”.
A big a job? animates GF Smith today – and its nine different interpretations industry full of designers with strong
allow it to move and adapt. It’s not a static identity; it’s the living
Given that the last rebrand wasn’t embodiment of GF Smith”. But as he says, “creativity should
that old, Watkinson says that whatever challenge and provoke, and we
came next had to be worthwhile; it had Managing employees and stakeholders embraced that. We were bold, we were
to be more than a light-touch change. With change comes worries, especially from staff and stake- honest, and we created something that
As he says: “From the beginning, we holders, each of which needed careful managing. truly represents us – and that’s what
were determined that the rebrand As Watkinson comments: “The rebrand was a massive I’m most proud of”.
should be much more than logo deep. It change, and change always elicits a broad range of responses, Now that the dust has settled, and
was not simply a matter of strategically both internally and externally. We knew it wasn’t going to please
changing our graphic identity; it was everyone, so we worked hard to get the whole GF Smith team on the new identity has, says Watkinson
the wide-ranging, considered result of board with the process as early on as possible.” “had time to bed in” he’s “proud we
an extensive inward-looking process To do this he says that the process sought to involve the whole stayed the course. We have given GF
that involved every member of the GF company through “listening exercises, steering teams, and keep- Smith the identity it needs to carry the
Smith team.” ing everyone updated with poster campaigns as the new identity company into its next chapter and a
And to effect this change GF Smith developed.” new creative generation.”
brought in Templo, a branding a com- And then, when the new brand had been signed off, there was
munications agency, to, as Watkinson a company-wide event to launch the new identity, with Q&As. Summary
says, “ensure that branding we devel- The goal was to make sure that as many as possible “were on It’s clear that firms need to grow and
oped was an honest and accurate board with the change, and any that weren’t had an opportunity evolve as markets and customers
expression of who we are as people, and to be heard”. change. Part of this means changing
the passion we hold for paper as a crea- He thinks that now, several months later, “the overwhelming how the business presents itself. A
tive tool”. majority of the team have understood what we have set out to do
In terms of the process, he says that it and are behind the rebrand”. piece of string is as long as it is short in
terms of how this is done but several
involved a company-wide programme As for stakeholders, Watkinson says that the company pre-
of “engagement” to understand the cur- dicted that the rebrand would be received in a host of different things are certain: it takes time,
rent corporate values before moving on ways, so “ensured we had developed a full suite of resources to thought and the investment of effort
to “conceive and refine the design and showcase and explain the rationale behind the new identity to from the top down.

www.printweekmena.com September 2025 PrintWeek MENA 27