The path to the new BKW brand – interview with the branding team

If you think back to the very first drafts: how much of them is still in the new BKW?

Claudia: A version of the current proposal was actually there fairly early on.

Ina: A surprising amount, in fact. The basic idea of today’s logo was already present in one of the first design rounds. After that, we developed the design further several times. In the process, it was repeatedly confirmed that there was already a great deal that was right in the early basic idea.

Anne-Catherine: I sometimes call the first draft the little or older brother of today’s logo. This early version was still a little more conventional. At the same time, we consciously explored different paths, trying out different approaches – each with a focus on different aspects of the brand identity. That is important: you have to allow yourself to go in completely different directions too.

How broad is ‘very broad’?

Michael: I didn't count the drafts. But I would say we are heading towards 200. There were some very exciting and also provocative proposals among them.

And orange? Was it clear from the outset that this colour would stay?

Michael: No. We wanted to go into the process as openly as possible. At some point, however, we increasingly realised that orange is part of BKW’s core DNA. We deliberately put this to the test with the Group Executive Board and external brand experts. Both sides sent a clear signal: orange is highly significant for BKW.

When was the starting signal given?

Claudia: Pretty much exactly in mid-June 2024. At the beginning, there was an analysis phase in which we conducted interviews with employees and with customers, among other things. The actual design only came around a year later.

Michael: In 2024, the decision was made to tackle the branding. We quickly realised that, given this complexity, we could not solve it on the side. We proposed to the Group Executive Board that we turn it into a proper project and take a holistic approach to the topic.

Is a rebranding like this a once-in-a-lifetime project for you?

Claudia: In this holistic form, yes. Here we are talking about brand architecture, positioning and a redesign with a major step forwards – across a very large number of companies.

Anne-Catherine: We decided to take a bold and revolutionary step. For employees, it is certainly a special opportunity to experience something like this.

Why was such a major step needed at all?

Ina: Because it’s about much more than a new visual identity. We want to place the brand on a new strategic foundation. With around 110 brands in the portfolio, efficiencies are lost in the long run. That is why we spent about a year working on the brand strategy before asking: What does that mean visually?

Michael: The visual side is one thing. Identity is the other. And in that respect, we are really only at the beginning.

What role did the corporate strategy play in this?

Ina: A decisive one. We took “Brand follows Strategy” to heart at every stage of the work. We kept going back to the corporate strategy and asking: Are we still on course? It gave us the framework within which we could try out different directions.

On which topic did your opinions differ the most?

Michael: We do have proper arguments on a regular basis. But very often it is about the matter at hand. We are very different characters. That makes it all the more remarkable how united we eventually were behind the logo. After all the discussions, we had reached a truly strong consensus.

Claudia: Especially at the beginning, we had intensive discussions: How much change is right? Everyone looks at BKW through their own lens. Added to this are the different perspectives of the business units.

Anne-Catherine: I remember a discussion with Claudia in the Zurich office. That was when we realised: in terms of personalities, the branding team could hardly be more different.

How revolutionary can a brand be?

Anne-Catherine: In design, anything is possible. What matters is that a revolutionary visual step reflects the brand strategy. The decisive factor is that our attitude, our organisation and our culture are aligned with our promises. That is the only way we remain credible. And precisely this transformation process we are in is challenging and exciting.

Was there a moment when you thought: Yes, this is the new BKW?

Claudia: For me, it came when we placed a stronger focus on orange. It was important to me to take something from our history with us. After all, BKW has a very long and successful history that we can be proud of.

From the outside, you see the logo, colours and design. What don’t you see?

Ina: The visual aspect is only the tip of the iceberg. Behind the visible appearance, the company is growing closer together. We are optimising processes and bringing together teams and systems that were previously separate. What appears unified externally must also fit together in the background. For me, that is also part of branding.

What was your favourite moment?

Anne-Catherine: There were special moments with every touchpoint we implemented – event, clothing, sound. But when I came into the showroom in Zollikofen, there was this wow effect: vehicles, flags, illuminated logos and building signage – all as prototypes in one room. And then the mystery posters: suddenly the brand was really out there. From that moment on, it was clear: there’s no turning back now.

Michael: My highlight was the presentation at the BKW Summit management event. We didn’t know what the reactions would be. Then so many wonderful emotions came back. That was the first real test. There was certainly blood, sweat and tears involved in this project (laughs).

How many people are actually behind the new BKW?

Michael: By now, probably several hundred. This is important to me: the whole thing is the achievement of a great many people – in IT, communications, the MarCom teams and many other areas. We don’t want to give the impression that a few people in branding created the new BKW. Thank you to everyone!

And then, on 17 September, everything was suddenly new?

Claudia: No, very deliberately not. We decided against a big bang and opted for a soft launch – also for sustainability reasons. We don’t throw anything away just because it still has the old logo on it. That’s why both worlds will be visible for a while. With so many touchpoints, the transition will keep us busy for years to come.

Article from “Inmotion”

The interview with the branding team is from the current issue of the employee magazine “Inmotion”. The full issue will be published in December 2026.

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