In the world of corporate branding, few stories are as compelling as the rebranding of Andersen Consulting into Accenture. This article delves into the behind-the-scenes drama, challenges, and strategic decisions that shaped one of the most significant corporate name changes in history. Led by Anthony Shore, Global Director of Naming and Writing at Landor Associates, the rebranding was not just about finding a new name; it was about creating a new identity for a company on the brink of a new era.
This journey, marked by public acrimony, legal battles, and a ticking clock, provides invaluable lessons in crisis management, brand strategy, and the power of employee involvement. From navigating trademark complexities to linguistic vetting across 65 languages, the Accenture renaming project set a new standard for thoroughness and strategic foresight. Join us as we explore the intricate details of this remarkable transformation, revealing the key decisions and unexpected twists that led to the birth of a global powerhouse.
The Imminent Deadline and Initial Chaos
Following the ruling that Andersen Consulting needed to change its name by January 1, 2001, the pressure was on. With only four months to rebrand, the team faced a monumental task. Anthony Shore recalls the emergency meeting where the implications, roles, and responsibilities were discussed. The urgency was palpable: 80 days to create an entirely new brand system, including identity, signage, and business cards.
“We quickly realized that we only had until late October, only 80 days away,” Shore noted. This condensed timeline set the stage for an unconventional and high-stakes rebranding process.
Navigating Unique Challenges
Unlike typical naming projects shrouded in secrecy, the Andersen Consulting rebranding unfolded in the public eye due to its separation from Arthur Andersen. Shore outlined the numerous obstacles, including clearing the new name in 47 countries across dozens of trademark classes and dealing with millions of unavailable internet domains.
“I enumerated the myriad obstacles to global availability, quantifying the magnitude and sheer difficulty of the challenge: 47 countries and dozens of trademark classes the new name would need to clear; thousands of trademark filings cluttered the registers every month; millions of unavailable internet domains,” Shore explained.
The Brandstorming Initiative
Andersen Consulting involved its 65,000 employees in the naming process, a move Shore initially viewed with skepticism. Tasked with drafting the naming brief and structuring the process, Shore aimed to make the “brandstorming” initiative as productive and disciplined as possible. The goal was to harness the collective intelligence of the company’s consultants.
“I always thought company naming contests were largely a waste of everyone’s time. But this ‘brandstorming’ initiative, as Andersen Consulting called it, was important to the client, so it would be as serious and disciplined as every other aspect of the rebranding,” Shore recalled.
Unconventional Name Selection Process
Contrary to best practices, the rebranding team set aside typical protocols such as allowing sufficient time for creative development and prescreening names. Instead, new names were presented every few days, with legal screening occurring later. This approach, while risky, proved effective. The team reviewed long lists of names, both from Landor and employee contributions, with an open mind.
“In retrospect, nearly every naming best practice—allowing sufficient time for creative development, prescreening names, even avoiding company-wide brainstorming—was set aside on this project. What might have looked risky elsewhere became business as usual here,” Shore reflected.
Monumental Linguistic Vetting
The linguistic vetting process was extensive, covering 65 languages to ensure the new name had no unintended meanings. Each language was tested by three native speakers, making it one of the most thorough naming projects in history.
“To this day, I don’t think any naming project in history has been vetted so thoroughly,” Shore stated, emphasizing the project’s meticulous approach.
The Emergence of Accenture
The final decision involved presenting 51 names to Andersen Consulting’s senior partners. While plans for a live presentation were scrapped, Shore presented each name via film. Accenture, already favored by CEO Joe Forehand, emerged as the top choice by a wide margin.
“Accenture was already a leading name among Andersen Consulting’s C-Suite. CEO Joe Forehand, to whom I had presented several times, was keen on it,” Shore noted. The name resonated due to its “accent on the future” rationale and familiarity, as Andersen Consulting was often shortened to AC.
Accenture’s Success Story
Since its rebranding 25 years ago, Accenture has seen remarkable growth, increasing its employees from 65,000 to 779,000 and its revenue from $11.44 billion to $69.67 billion. These figures underscore the success of the naming project and the company’s strategic direction.
“I can’t imagine better measures of success for the naming project of a lifetime,” Shore concluded, highlighting the lasting impact of the rebranding.
Conclusion
The rebranding of Andersen Consulting into Accenture is a testament to strategic foresight, meticulous planning, and the power of employee involvement. Despite facing immense pressure and unconventional challenges, the team successfully transformed a company on the brink of a new era. The story of Accenture’s naming offers valuable lessons for businesses navigating rebranding efforts and seeking to create a lasting global identity.
Key takeaways include the importance of thorough linguistic vetting, the potential benefits of employee involvement, and the need for adaptability in the face of unexpected challenges. As Accenture continues to thrive, its naming story remains a compelling example of how a well-executed rebrand can pave the way for long-term success.
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