Digital Transformation for Brands: 2026 Strategy Guide

Quick Summary: Digital transformation for brands means integrating digital technologies across all business operations to improve customer experiences, streamline processes, and create new value. It’s not just about adopting new tools—it’s about fundamentally rethinking how brands operate, compete, and deliver value in a digital-first world. Successful transformation requires clear strategy, cultural change, and continuous experimentation rather than one-time technology implementations.

Digital transformation isn’t new. But here’s the thing—most brands still get it wrong.

They treat it like a technology project. Buy some cloud services, implement a few analytics tools, maybe launch a mobile app. Done, right? Not even close.

Real digital transformation changes how a brand operates at its core. It touches every process, every customer interaction, every decision. According to research from MIT Sloan Management Review and Deloitte, only 15% of companies at early stages of digital maturity have a clear and coherent digital strategy. Among digitally maturing organizations, that number flips dramatically higher.

The difference? Strategy drives the transformation, not technology.

This matters because transformation can either create substantial market value or erode it entirely. Deloitte’s analysis of 4,600 companies found that digital change capabilities make or break transformation efforts. Wield these capabilities effectively and brands gain competitive advantage. Mishandle them and progress stalls while resources drain away.

So what separates winners from losers in digital transformation? How do brands move beyond superficial tech adoption to genuine transformation?

Let’s break it down.

What Digital Transformation Actually Means for Brands

Digital transformation embeds digital technologies across all business operations. That’s the textbook definition, and it’s technically accurate.

But it’s also increasingly incomplete.

Transformation isn’t about digitizing existing processes anymore. It’s about fundamentally rethinking what brands do and how they create value. It’s the difference between scanning paper forms into PDFs versus eliminating forms entirely through automated workflows.

According to industry analysis, information has become a critical asset of the 21st century, with analytics serving as a key capability to extract value from data. This perspective captures something important—raw data means nothing without the systems to extract value from it.

For brands, this translates to three core dimensions:

• Operational transformation: Changing how work gets done through automation, data integration, and process redesign.
• Customer experience transformation: Rethinking every touchpoint where customers interact with the brand. Over half of customers surveyed for Salesforce’s “State of the Connected Customer” report said technology has significantly changed their expectations of how companies should interact with them. Another 57% said it’s absolutely critical for companies to anticipate their needs.
• Business model transformation: Creating entirely new ways to deliver and capture value. SAP’s research found that only 11% of respondents believe their current business models will remain economically viable through 2023 (per SAP survey data), while 64% say their companies need to build new digital businesses.

The brands succeeding at transformation focus on all three dimensions simultaneously. The ones struggling treat transformation as a single process with a single metric—usually return on investment measured far too early.

Why Strategy Matters More Than Technology

Here’s where most transformation efforts go sideways.

Companies see competitors adopting cloud computing, artificial intelligence, or mobile platforms. They panic and start buying technology without understanding what problems they’re solving or what outcomes they’re pursuing.

Research from MIT CISR (Rethink Your Approach to Digital Strategy: Experiment and Engage) reveals that successful digital strategies rely less on strategic analysis and big bets than on experiments and learning. Consider Airbnb, which grew from the belief that people would pay to sleep on an air mattress on a stranger’s floor. That wasn’t a carefully analyzed strategic plan—it was an experiment that revealed an unexpected market.

Digital strategies must tackle two fundamental uncertainties:

1. What digital technologies can do to help solve customer problems
2. What solutions customers would actually pay for

The sweet spot sits at the intersection of these two uncertainties. Digital offerings emerge where what’s technologically possible meets what customers actually want.

But that intersection constantly moves. Technology capabilities evolve. Customer expectations shift. What worked last year might be table stakes today.

This reality demands a different approach to strategy formulation. Instead of five-year strategic plans, brands need continuous streams of business experiments coupled with constant customer engagement. They need to maintain a fix on that moving intersection point.

MIT Sloan research shows that digitally maturing companies approach strategy differently. They don’t just analyze—they experiment. They don’t just plan—they engage with customers to test assumptions rapidly.

This habit separates leaders from laggards.

The Three Stages of Brand Transformation

Digital transformation isn’t a single event. It unfolds in stages, each building on the previous one.

MIT Sloan research on manufacturing companies identified a three-stage approach that increases transformation success. While the research focused on manufacturers, the framework applies broadly across industries:

Stage 1: Foundation Building

The first stage establishes the technical and organizational foundation. Brands modernize core systems, consolidate data sources, and build basic digital capabilities.

This stage often involves migrating to cloud platforms, implementing analytics tools, and digitizing manual processes. It’s necessary but not sufficient for transformation.

The key challenge? Avoiding technology sprawl. Recent studies suggest companies waste 30-50% of their SaaS budgets on unused licenses and duplicate systems. What looks like innovation often creates inefficiency, with teams managing dozens or hundreds of disconnected tools.

Stage 2: Integration and Optimization

Stage two connects those foundational technologies into integrated systems. Data flows between departments. Processes span functional boundaries. Customer interactions sync across channels.

This stage requires rethinking organizational structures and workflows. Technology enables the change, but culture and leadership determine whether it actually happens.

Brands often discover their biggest obstacles aren’t technical—they’re human. Employees resist new ways of working. Departments protect their turf. Legacy metrics incentivize old behaviors.

Stage 3: Innovation and Differentiation

The third stage leverages integrated digital capabilities to create new value. Brands launch new products, enter new markets, or fundamentally reimagine their business models.

This is where transformation becomes truly transformative. But brands can’t skip to this stage without building the foundation and integration first.

Sound familiar? Many organizations try to jump straight to stage three—launching flashy innovation projects while their foundational systems remain disconnected and their data stays siloed.

It doesn’t work.

Digital Maturity: Where Does Your Brand Stand?

Not all brands start transformation from the same place. Digital maturity varies dramatically across organizations.

MIT Sloan Management Review and Deloitte research identifies distinct maturity levels. Early-stage companies focus on solving discrete business problems with individual digital technologies. They adopt tools reactively, often in response to competitor moves or customer complaints.

Maturing digital businesses take a fundamentally different approach. They focus on integrating digital technologies—social, mobile, analytics, cloud—in service of transforming how their businesses work.

The difference shows up in strategy clarity. Among maturing organizations, more than 80% have a clear and coherent digital strategy. Only 15% of early-stage companies have one.

It also shows up in outcomes. Digital change capabilities directly impact market value, according to Deloitte’s analysis of thousands of companies. Organizations that develop strong change capabilities see substantial value creation. Those that don’t often see value erosion despite significant technology investments.

So what separates digitally mature brands from digitally immature ones?

Strategic Clarity

Mature brands know exactly why they’re transforming and what success looks like. They’ve defined clear objectives tied to business outcomes, not just technology adoption metrics.

Cultural Readiness

These organizations cultivate cultures that embrace experimentation, accept failure as learning, and reward adaptation. They recognize that transformation requires changing how people think and work, not just what tools they use.

Leadership Commitment

Digital transformation fails when leaders treat it as an IT project. It succeeds when executives champion it as a business imperative and allocate resources accordingly.

Customer-Centricity

Mature brands obsess over customer needs and design transformation efforts around improving customer experiences. They don’t adopt technology because it’s cool—they adopt it because it solves real customer problems.

קבלת החלטות מונעת נתונים

These organizations build capabilities to collect, analyze, and act on data at scale. They use analytics to inform strategy, measure progress, and identify opportunities.

Key Technologies Driving Brand Transformation

Certain technologies consistently appear in successful transformation initiatives. Not because they’re trendy, but because they enable fundamental business changes.

מחשוב ענן

Cloud platforms provide the foundation for modern digital operations. They enable scalability, reduce infrastructure costs, and support distributed teams working from anywhere.

More importantly, cloud computing shifts IT from a capital expense to an operational one. Brands can experiment with new capabilities without massive upfront investments.

ניתוח נתונים ובינה מלאכותית

Analytics turns data into insights. Artificial intelligence automates decisions at scale.

Together, these technologies enable brands to understand customer behavior, optimize operations, predict trends, and personalize experiences. Industry analysis highlights that information serves as a critical asset, with analytics representing a key capability to extract value from data.

Mobile Platforms

Mobile puts brand experiences in customers’ pockets. For many industries, mobile apps have become the primary customer interface.

But mobile transformation goes beyond apps. It’s about designing experiences for how people actually live—constantly moving, frequently distracted, expecting instant access.

כלי אוטומציה

Automation eliminates repetitive tasks, reduces errors, and frees employees for higher-value work. Robotic process automation, workflow engines, and intelligent agents transform operations.

Huntington-Ingalls invested significant capital into shipyards for digital plans and computerized welding, as noted in transformation case studies, demonstrating how even traditional manufacturing industries leverage automation for transformation.

Social and Collaboration Platforms

Social technologies change how brands engage customers and how employees collaborate internally. They break down communication barriers and accelerate information sharing.

Research from MIT Sloan identifies social, mobile, analytics, and cloud as the core technologies that maturing digital businesses integrate to transform their operations.

Real-World Transformation Examples Across Industries

Digital transformation plays out differently across industries. Context matters. What works for retail might not work for manufacturing. What makes sense for banking might not for healthcare.

But certain patterns emerge.

Retail Transformation

Retail brands transform by unifying online and offline experiences. They use data to personalize recommendations, optimize inventory, and predict demand.

Mobile apps enable features like scan-and-go checkout, location-based promotions, and integrated loyalty programs. Behind the scenes, AI optimizes pricing dynamically and manages complex supply chains.

Banking and Financial Services

Banks digitize to improve customer convenience and reduce operational costs. Mobile banking apps let customers handle transactions anywhere. AI-powered chatbots answer common questions instantly.

But transformation goes deeper. Banks use analytics to detect fraud, assess credit risk, and identify cross-sell opportunities. They build platforms that third-party developers can extend through APIs.

Insurance Transformation

Insurance companies leverage digital technologies to streamline claims processing, improve underwriting accuracy, and enhance customer service.

Telematics devices track driving behavior for usage-based policies. AI analyzes images to assess property damage. Mobile apps let customers file claims and upload documentation instantly.

Manufacturing Evolution

Manufacturers use sensors and IoT devices to monitor equipment, predict maintenance needs, and optimize production. Digital twins simulate operations before implementing changes.

NIST research emphasizes supporting digital transformation while managing legacy components in manufacturing environments. Many industrial control systems can’t simply be replaced—they must be integrated into modern digital ecosystems carefully.

Service Industry Changes

Service brands transform customer interactions through digital channels. Salesforce research shows transformation examples across service industries—from field service optimization to automated case routing to self-service knowledge bases.

The common thread? Using technology to reduce friction, increase speed, and improve outcomes for customers.

How to Implement Digital Transformation Successfully

Knowing what transformation looks like matters less than knowing how to make it happen. Implementation separates successful transformations from expensive failures.

Step 1: Define Clear Objectives

Start with business outcomes, not technology capabilities. What problems need solving? What opportunities exist? What would success look like?

Vague goals like “become more digital” doom transformations from the start. Specific objectives like “reduce customer onboarding time by 50%” or “increase operational efficiency by 30%” provide clear targets.

Step 2: Assess Current State

Understanding where the organization stands today reveals the gap between current and desired states. This assessment covers technology, processes, skills, culture, and data.

Be honest. Glossing over weaknesses creates problems later.

Step 3: Develop a Phased Roadmap

Transformation happens in stages, not overnight. Build a realistic roadmap that sequences initiatives logically.

Early wins build momentum and justify continued investment. Quick failures provide learning at lower cost than late failures.

Step 4: Build the Right Team

Transformation requires diverse skills—technical expertise, change management, business analysis, project leadership. No single person has all these capabilities.

Research from MIT Sloan shows that successful transformation depends more on digital ability—the capacity to link employee capability to performance outcomes—than on digital IQ alone. Having smart people isn’t enough if they can’t execute effectively.

Step 5: Start Experimenting

Launch small experiments to test assumptions before making big bets. MIT CISR research emphasizes that successful digital strategies rely on experimentation and learning rather than pure strategic analysis.

Run pilots. Gather data. Learn quickly. Scale what works. Kill what doesn’t.

Step 6: Engage Customers Continuously

Customer needs and technology capabilities both shift constantly. Maintaining the fix on where they intersect requires continuous customer engagement.

Don’t assume customer needs. Test with real users. Iterate based on feedback.

Step 7: Manage Change Actively

Technology changes faster than culture. The hardest part of transformation isn’t implementing new systems—it’s getting people to use them differently.

Invest in change management. Communicate constantly. Celebrate successes. Address resistance directly.

Step 8: Measure Progress Rigorously

Define metrics that matter and track them religiously. Mix leading indicators that predict future success with lagging indicators that confirm past achievements.

Adjust the plan based on what the data reveals. Transformation roadmaps should evolve as learning accumulates.

Plan Your Brand’s Digital Shift With A-listware

Digital transformation often starts with a simple problem. Legacy systems slow things down, data becomes harder to manage, and teams rely on tools that no longer match how the business actually works. A-listware works with companies in situations like this. Their team reviews existing systems, identifies gaps, and helps build a practical transformation plan based on the company’s real workflows and goals.

They support the full process – from analysis and strategy to development and long-term support. This may include modernizing legacy platforms, implementing cloud solutions, improving data handling, or building custom software that fits how the brand operates. If your brand is planning a serious digital transformation in 2026, רשימת מוצרים א' is a team worth speaking with before the work begins.

Common Pitfalls That Derail Transformation

Understanding what works matters. But understanding what doesn’t work matters just as much.

Treating Transformation as a Technology Project

The biggest mistake brands make? Thinking transformation is about buying technology.

It’s not. Technology enables transformation, but strategy, culture, and execution determine success. Companies that hand transformation to IT departments and walk away almost always fail.

Lacking Executive Commitment

Transformation requires sustained commitment from senior leadership. When executives treat it as a side project or delegate it entirely, initiatives stall.

Real commitment means allocating resources, removing obstacles, and championing change personally.

Ignoring Cultural Resistance

Culture eats strategy for breakfast. It also eats digital transformation.

Employees resist change for rational reasons—fear of obsolescence, comfort with current processes, skepticism about benefits. Ignoring this resistance doesn’t make it disappear. It just drives it underground where it quietly sabotages transformation efforts.

Pursuing Technology for Technology’s Sake

Shiny object syndrome kills transformation. Brands see competitors adopting artificial intelligence or blockchain and panic-buy similar capabilities without clear use cases.

Technology should solve specific problems or enable specific opportunities. If the business case doesn’t exist, the technology shouldn’t either.

Underestimating Time and Resources

Transformation takes longer and costs more than initial estimates suggest. Always.

Organizations that budget optimistically run out of resources before achieving meaningful results. They end up with partially implemented systems, demoralized teams, and nothing to show for significant investments.

Failing to Measure Appropriately

Some brands track the wrong metrics. They measure technology adoption rather than business outcomes. They celebrate installing new systems without confirming those systems actually improve performance.

Other brands measure too early. Transformation produces value over time. Demanding immediate ROI on initiatives that require cultural and operational change sets unrealistic expectations.

Creating Organizational Silos

Transformation works when it spans the entire organization. It fails when departments pursue independent initiatives without coordination.

Siloed transformation creates exactly the technology sprawl and inefficiency that wastes 30-50% of SaaS budgets. Systems don’t integrate. Data doesn’t flow. Customers get inconsistent experiences across touchpoints.

The Role of Leadership in Driving Change

Leaders make or break digital transformation.

Not because they’re the smartest technologists—they usually aren’t. But because they set vision, allocate resources, model behaviors, and hold organizations accountable.

Research consistently shows that digital maturity correlates with leadership engagement. Maturing digital businesses have leaders who understand transformation as a business imperative, not a technology initiative.

What does effective leadership look like in transformation?

Setting Clear Vision

Leaders articulate why transformation matters and what success looks like. They connect transformation to business strategy so everyone understands how technology changes support strategic objectives.

Modeling New Behaviors

Leaders can’t ask employees to embrace digital tools while continuing to work the old way themselves. When executives model new behaviors—using data for decisions, collaborating digitally, experimenting openly—organizations follow.

Making Hard Decisions

Transformation requires difficult choices. Which legacy systems to retire? Which processes to redesign? Which initiatives to fund?

Leaders who avoid hard decisions create ambiguity that stalls progress. Leaders who make decisive calls, even imperfect ones, maintain momentum.

Protecting Transformation Efforts

Every organization faces crises that threaten to derail long-term initiatives. Quarterly pressures. Competitive threats. Internal politics.

Effective leaders protect transformation from short-term thinking. They maintain investment through difficult periods and resist the temptation to cut transformation budgets when results aren’t immediate.

Building Digital Capability

MIT Sloan research highlights that digital ability—linking employee capability to performance outcomes—matters more than digital IQ. Leaders build this ability through training, hiring, and creating environments where people can develop new skills.

Measuring Transformation Success

How do organizations know if transformation is working?

Measurement matters because it drives accountability, informs decisions, and justifies continued investment. But measuring transformation requires nuance.

Leading vs. Lagging Indicators

Lagging indicators show results after the fact—revenue growth, cost reduction, market share. They confirm success but don’t predict it.

Leading indicators predict future success—user adoption rates, experiment velocity, employee capability growth. They enable course corrections before problems compound.

Effective measurement combines both.

Business Outcome Metrics

Ultimately, transformation succeeds when it improves business outcomes. Relevant metrics vary by industry and objectives but might include:

• Customer acquisition cost
• Customer lifetime value
• Net promoter score
• Operational efficiency ratios
• Revenue per employee
• Time to market for new offerings
• Digital revenue as percentage of total

Capability Development Metrics

These measure whether the organization is building the capabilities transformation requires:

• Employee digital skills assessment scores
• System integration levels
• Data quality and accessibility
• Process automation rates
• Cross-functional collaboration frequency

Customer Experience Metrics

Given that customer expectations drive much transformation, measuring customer experience provides critical feedback:

• Customer satisfaction scores
• Digital channel usage rates
• Transaction completion rates
• Service resolution times
• Customer effort scores

Market Value Impact

Deloitte’s analysis of 4,600 companies found that digital change capabilities directly impact market value. Organizations with strong capabilities see value creation. Those without see value erosion despite technology investments.

Market-based metrics like stock price performance, valuation multiples, and competitive positioning provide external validation of transformation success.

Building a Culture That Supports Transformation

Technology is the easy part. Culture is where transformation gets hard.

Organizations need cultures that embrace change, encourage experimentation, and accept failure as learning. Traditional corporate cultures—hierarchical, risk-averse, focused on efficiency—actively resist these characteristics.

How do brands build transformation-ready cultures?

Psychological Safety

People need to feel safe proposing ideas, trying new approaches, and acknowledging mistakes without fear of punishment. Psychological safety enables the experimentation that successful transformation requires.

Learning Orientation

Transformation demands continuous learning. Technologies evolve. The customer needs a shift. Competitive dynamics change.

Organizations that prioritize learning adapt faster and execute more effectively than those that don’t.

Customer Obsession

Putting customers at the center of transformation decisions prevents technology-for-technology’s-sake initiatives. When the question is always “How does this improve the customer experience?” organizations make better choices.

Cross-Functional Collaboration

Transformation spans departments. Success requires marketing, IT, operations, finance, and other functions working together rather than protecting turf.

Cultures that reward collaboration over competition enable the integration that transformation requires.

Agility and Adaptability

Plans change. Unexpected obstacles emerge. New opportunities appear.

Organizations that adapt quickly succeed. Those that rigidly follow outdated plans fail.

Looking Ahead: Future Trends Shaping Transformation

Digital transformation isn’t a destination—it’s an ongoing journey. New technologies and evolving customer expectations continuously reshape what transformation means.

What trends are shaping the future of brand transformation?

AI-Driven Personalization at Scale

Artificial intelligence increasingly enables brands to deliver personalized experiences to millions of customers simultaneously. Personalization moves beyond simple segmentation to individual-level customization.

Ecosystem and Platform Strategies

Brands increasingly operate as platforms, orchestrating ecosystems of partners, developers, and customers rather than controlling end-to-end value chains.

MIT Sloan research on platforms and ecosystems shows this shift fundamentally changes competitive dynamics and business models.

Embedded Analytics and Decision Automation

Analytics moves from periodic reports to real-time decision support embedded directly in operational processes. Eventually, many decisions automate entirely, with AI systems acting within defined parameters.

Privacy and Trust as Differentiators

As data breaches and privacy concerns grow, brands that earn customer trust through transparent data practices and strong security gain competitive advantage.

NIST’s Digital Identity Guidelines address authentication, identity proofing, and federation—technical requirements that support trustworthy digital interactions.

Resilient and Adaptive Systems

Brands build systems that adapt to changing conditions automatically. Resilience becomes a design principle, not an afterthought.

Sustainability Through Digital Optimization

Digital technologies enable brands to reduce environmental impact through optimized operations, reduced waste, and improved resource efficiency. Sustainability and transformation increasingly converge.

שאלות נפוצות

1. What’s the difference between digitization and digital transformation?

Digitization converts analog information to digital format—like scanning paper documents to PDFs. Digital transformation fundamentally changes business models, processes, and customer experiences using digital technologies. Digitization is a tactical activity; transformation is a strategic initiative. Companies can digitize without transforming, but they can’t transform without some digitization.

2. How long does digital transformation take?

Transformation is an ongoing journey rather than a project with a clear endpoint. That said, meaningful progress typically takes 3-5 years for most organizations. Early wins might appear within 6-12 months, but fundamental transformation of culture, capabilities, and business models requires sustained effort over multiple years. Organizations that approach transformation as continuous evolution rather than one-time change tend to succeed.

3. Do small brands need digital transformation or just large enterprises?

Every brand, regardless of size, needs to respond to changing customer expectations and competitive dynamics driven by digital technologies. Small brands often have advantages—less legacy infrastructure, more agility, faster decision-making. But they still need intentional strategies for leveraging digital capabilities. The scope and approach differ from large enterprises, but the imperative remains the same.

4. What’s the biggest reason digital transformations fail?

Research consistently points to cultural resistance and lack of clear strategy as the primary failure causes—not technology issues. Only 15% of early-stage companies have clear digital strategies according to MIT Sloan research. When brands treat transformation as a technology project rather than a business change initiative, or when they fail to address cultural resistance, transformations stall regardless of how much they spend on technology. Leadership commitment and change management matter more than technology selection.

5. How much should brands budget for digital transformation?

Budget requirements vary dramatically based on organization size, industry, current state, and ambition level. Generally speaking, brands should expect transformation to represent 15-25% of overall IT spending, with additional investments in change management, training, and process redesign. Companies that budget optimistically often run out of resources before achieving results. Conservative budgeting with contingency reserves proves more successful than aggressive underestimates.

6. Can brands achieve transformation with existing employees or do they need to hire new talent?

Successful transformation typically requires both developing existing employees and bringing in new capabilities. Current employees understand the business, customer base, and organizational dynamics—knowledge that new hires lack. But transformation often requires skills the current workforce doesn’t possess. The most effective approach combines upskilling existing employees, hiring strategically for critical gaps, and sometimes partnering with external experts for specialized capabilities. MIT Sloan research emphasizes that digital ability—linking capability to performance—matters more than just having high IQ talent.

7. What role does cybersecurity play in digital transformation?

Cybersecurity is foundational to successful transformation, not a separate concern. As brands digitize operations and connect systems, attack surfaces expand. Customer trust depends on protecting data and maintaining secure systems. NIST provides extensive guidance on cybersecurity for digital systems, including identity authentication and industrial control systems security. Organizations should integrate security into transformation initiatives from the start rather than bolting it on afterward. The cost of security breaches—financial, reputational, and regulatory—far exceeds the investment in proper security architecture.

Conclusion: Making Transformation Work for Your Brand

Digital transformation shapes competitive advantage in every industry. Brands that transform effectively deliver better customer experiences, operate more efficiently, and adapt faster to change.

But transformation isn’t easy. It requires clear strategy, sustained leadership commitment, cultural change, and continuous learning. It demands patience for long-term results while maintaining urgency for short-term progress.

The brands that succeed follow certain patterns. They put strategy before technology. They experiment continuously and engage customers constantly. They build capabilities systematically while adapting plans based on what they learn.

They recognize that transformation isn’t a destination but an ongoing journey. Digital technologies and customer expectations will keep evolving. The work never truly finishes.

Most importantly, successful brands approach transformation as a business initiative, not a technology project. They understand that digital change capabilities—the organizational ability to manage transformation effectively—determine outcomes more than technology choices.

Where does your brand stand? Have you defined clear transformation objectives? Do you have the strategy, culture, and capabilities to execute? Are you measuring progress appropriately?

The time to start is now. Competitors are already transforming. Customer expectations continue rising. The gap between digital leaders and laggards widens every quarter.

But transformation done right creates substantial value. It positions brands to compete effectively, serve customers better, and build sustainable advantages in digital-first markets.

Start with strategy. Build the right capabilities. Engage customers. Experiment constantly. Measure rigorously. Lead the change.

That’s how brands transform successfully.