Operationalizing an Enterprise Healthcare Rebrand at National Scale

Project Details

Client Challenge

A large national healthcare organization began a multi-year effort to transition hundreds of facilities under a unified parent brand. This was not a simple rebrand. It introduced operational, regulatory, and sequencing complexity across the enterprise.

The work spanned multiple dependent efforts. These included enterprise branding, markets in partial transition, legacy regional brands, service-line identities and facility-level access points. Each decision affected signage, digital assets, employee materials, uniforms, and more.

Some markets had recently rebranded and closely resembled the future state. Others remained tied to legacy brands with strong local recognition. Leadership needed to manage change carefully while maintaining momentum, minimizing disruption, and managing risk.

Work was already underway across many internal teams and external partners. Requests came through email and informal channels. Dependencies were unclear. Impacts were often identified late. Leadership lacked a consolidated view of work, priorities, and risk.

InfoWorks’ Role

InfoWorks was engaged to bring structure and execution discipline to the effort. We did not define the brand, we supported the brand team in operationalizing it.

We worked as an embedded partner with senior client leadership. InfoWorks acted as the coordination layer across teams. We introduced governance, clarified ownership, and provided leadership with visibility into progress, dependencies, and constraints.

Approach and Execution

InfoWorks partnered with internal teams and external vendors. We focused on execution, coordination, and visibility.

Key elements included:

• Workstream Definition
  • Established clear workstreams across branding, markets, service lines, communications, training, impact assessment, and governance.
• Demand and Dependency Management
  • Moved work intake from email and ad hoc requests to a structured intake and prioritization process.
• Portfolio Visibility
  • Implemented project and portfolio tracking to show work in progress, planned initiatives, dependencies, and risks.
• Impact and Risk Assessment
  • Supported structured impact assessments. Engaged non-marketing stakeholders to surface operational and risk considerations early.
• Operating Model Enablement
  • Helped operationalize a consistent way of working through governance forums, recurring cadences, and shared artifacts.
• Asset and Knowledge Management
  • Supported the rollout of a centralized brand resource center for approved assets and guidance.

At this scale, brand transformation is as much an organizational change effort as it is a marketing initiative. Each decision required careful sequencing to avoid unintended downstream impacts on operations, compliance, and patient experience. InfoWorks helped leadership balance speed with stability by creating space for structured decision-making while keeping the work moving forward. This approach allowed teams to adapt to evolving conditions without losing alignment or momentum.

Results

Leadership gained clear visibility into work underway and work planned. Dependencies and risks were easier to identify. Teams aligned around shared priorities and clearer processes.

Downstream impacts were surfaced earlier. Rework was reduced. Disruption was minimized.

The operating model established during the engagement continues to guide how brand and marketing work is coordinated as the brand evolution progresses.