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Over the past several years, the art of the rebrand has increasingly become a spectacle sport. From cultural institutions like the Philadelphia Art Museum, which reportedly fired its CEO over a poorly received rebrand this year, to the furniture brand La-Z-Boy, which was widely praised for its modern revamp, the internets attention economy has meant that almost no notable rebrand is safe from social media’s deluge of hot takes. In 2025, that was more true than ever. Brands that rolled out a new look this year were scrutinized for everything from their font and color choices to the potential ideological implications of their visual pivots. In September, after the design firm Pentagram received major flack for its official branding of the city of Austin, partner DJ Stout told Fast Company, Its because of social media. Back when I first started about 40 years ago, nobody even knew what an identity system was. To close out the year, Fast Company asked seven design experts to choose one rebrand thatfor better or worsewill be remembered as the most influential of 2025, shaping both design and discourse in the months ahead. Heres what they told us: Cracker Barrels woke rebrand In a testament to the major impact of Cracker Barrels rebrand, two of the seven designers we contacted identified the brand as their top pick. News of Cracker Barrels rebrand initially emerged in mid-October, when the company unveiled a new color palette, typography, and plans to revamp its restaurant interiors. But what really stood out to fans was the brands new logo, which removed the former rendering of an older man leaning on a barrel, known as Uncle Herschel or the Old Timer, in place of a more modernized look. [Images: Cracker Barrel] In the hope of presenting a more contemporary image to the world and attracting younger and more affluent customers, they eroded the brand’s identity and character (literally: goodbye Uncle Herschel), says Matt Boffey, chief strategy officer at Design Bridge and Partners in the UK and Europe. Online, right-wing commentators framed the swap as a radical, woke move, with everyone from conservative activist Robby Starbuck to President Trump himself weighing in with increasingly negative takes. The backlash was so severe that Cracker Barrel lost nearly $100 million in market value in the following days (though it later rebounded). It publicly walked back the rebrand, reinstating Uncle Herschel and assuring customers that it would no longer move forward with restaurant renovations. [Photo: Joe Raedle/Getty Images] According to Stout of Pentagram, the unwanted attention around Cracker Barrels rebrand actually had ripple effects for the reception of his teams City of Austin identity, which was unveiled around the same time and similarly became the target of criticism for what he calls the logo mob. To be fair, I think the Cracker Barrel identity rebrand was nicely done and a much needed evolution, Stout says. The effort was unfairly judged by merely comparing the before and after versions of a single element (the logo) of the comprehensive identity system, which is the typical online parlor game of rebrand criticism these days. The complete identity system is smart and exactly what I would have donewhich is why I may need to think seriously about retiring. Stout adds that, in his opinion, the worst part of the whole fiasco was the fact that Cracker Barrel chose to revert to their dated, out-of-touch identity. That spineless decision by the parent company didnt acknowledge the months of thoughtful deliberation and work that went into the development of their new identity systemand it threw their design partner under the bus, Stout says. This knee-jerk reaction and the online mob mentality it has stoked is a concerning trend and detrimental to my industry moving forward. Walmart takes a trip into the archives Undoubtedly the largest company to rebrand this year was Walmart. The brand got its first update in two decades, courtesy of the design firm Jones Knowles Ritchie (JKR), which gave it a subtle facelift that amplifies its blue and yellow color palette and sprinkles in some callbacks to the companys 60s and 70s archives. [Image: Walmart] My favorite part is how that custom typeface is put to work, says Delta Murphy, an associate partner at Pentagrams Austin outpost. It nods to their past while still giving them room to grow, and that kind of balance is incredibly hard to pull off. Im not sure Id call it a trend as much as a principle of design I appreciate, but I get excited when rebrands tie into meaningful heritage and push into modernity, especially through typography. [Image: Walmart] Murphy adds that the Walmart rebrand actually hit a similar note as Cracker Barrels new identitythe difference being that Cracker Barrel got tangled up in politics and internet outrage, which stalled the roll-out before it could ever get off the ground. If I had one wish for the future of graphic design and branding, Id wish for more curious conversation and a lot less cynicism, she says. Cash App is not your moms banking app One undersung branding hero of 2025 is Cash App, according to Kimia Fariborz, senior designer at the global creative agency Further. [Image: Cash App] In March, Cash App introduced a new set of brand guidelines that brought playful motion elements and expressive graphics to the brand, making it feel more like an artsy, design-centric brand than a baking app. These broadened guidelines, Fariborz says, helped pave the way for Cash App to roll out new features throughout the year that represent how the modern customer is actually banking, like through bitcoin payment options and an AI assistant named Moneybot. [Image: Cash App] What I appreciated most is that Cash App embraces its reality instead of posturing as a traditional bank, Fariborz says. It recognizes the unconventional ways people use it and builds a tone that reflects that world. That honesty gives the brand permission to be vibrant and layered in a category that often defaults to seriousness. Grammarly gets a new name Nearly two decades after its founding in 2009, Grammarly traded its brand name in October in favor of Superhuman, the name of a younger, less well-known AI company that it recently acquired. The swap came alongside a massive brand overhaul designed to signal Grammarlys shift into a new era focusing on agentic AI. [Image: Superhuman] David Placek, CEO and cofounder of the firm Lexicon Branding, believes the change is bound to pay off. He notes that weve seen other companies reverting back to a component of their old name or debuting a new iterationlike MSNBC to MS NOW and Gannett to USA Todaybut Superhuman’s naming shift was by far the boldest. [Image: Superhuman] I expect this to be influential because Grammarly is extremely widely used today, but their name has always held them back a bit, Placek says. I think its a great call to action for companies to reflect on whether their brand name is stunting their growth and if so, to rebrand. Apple TV loses the + If Superhuman represents a major brand name swap done right, then Apple TV+s new identity as Apple TV, which was revealed in October, is an example of a small identity tweak that actually makes sense. [Images: Apple] When streaming first emerged as a new way to consume content, the Plus symbol became a ubiquitous way to let consumers know what kind of service a brand was offering. Today, though, streamers like Disney+ and Apple TV+ are recognizable without the extra punctuation tacked onso, Apple made the decision to simplify things by taking it out altogether. A month later, the company also unveiled a new Apple TV branding system created using practical effects. [Image: Apple] Matt Sia, executive creative director at the design firm Pearlfisher, says the update will have an impact on branding moving forward because it demonstrates a future-facing truth: when categories become cluttered, clarity becomes the differentiator. Instead of proliferating sub-brands and product names, adding bells, whistles (or ‘+’s), Apple pulled everything into one coherent idea, Sia says. He believes that consolidation will spark a wave of simplification across the industry, as others begin to question how they can reduce noise in their own positioning. Apple crafted an identity that feels more visceral and immediate. It doesn’t rely solely on software animation to convey emotion, but ensuring the logo, typography, and graphic system hold expressive power on their own, Sia says. Filming in an entirely practical way without relying on CGI sends a message that human touch and crafting experiences, using process and materials, still hold value. Gap gets its groove back This year, one iconic American company didnt rebrand in the traditional sense, but it did manage to completely turn its brand perception around: Gap, the apparel purveyor that, mere months ago, may have seemed like an outdated relic, but is now the fashion darling of Gen Zers everywhere. Gap x Sandy Liang [Photos: Gap] Gaps brand resurgence into the cultural lexicon this year wasnt a story of refreshing identity but one of reclaiming ethos, says Alexa DePasquale, head of strategy at the design agency CBX. The brand focused less on overhauling aesthetics and more on doing things in the world that doubled down on the core equities that once made it so iconic: essential silhouettes, American optimism, and visual language engrained in memory. Stand-out moves from Gap this year include aligning with Zac Posen, partnering with designer Sandy Liang, and bringing back the y2k jean through a collaboration with the pop group Katseye. All of these moves have resurrected the brand from the back of your childhood closet to the front of the cultural zeitgeist. Brands are recognizing that distinctiveness matters far more than novelty, and Gaps confident return to what only it can do proves why it is a staple, DePasquale says. Im loving the clarity that comes from the brands conviction to buck trends. More legacy brands will realize the power that comes from moving forward without abandoning the DNA that once made them inevitable.
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E-Commerce
More than 20% of Americans will be diagnosed with mental illness in their lifetimes. They will, that is, experience conditions that influence the way they think, feel, and actand that may initially seem incompatible with the demands of work. Our new research suggests that what people living with chronic mental illnesses need most to succeed at work is for their managers to be flexible and trust them. This includes the freedom to adjust their schedules and workloads to make their jobs more compatible with their efforts to manage and treat their symptoms. For that to happen, managers need to trust that these workers are committed to their jobs and their employers. Were management professors who reviewed hundreds of blog and Reddit posts and conducted in-depth interviews with 59 people. And those are the most significant findings from our peer-reviewed study, published in the October 2025 issue of the Academy of Management Journal. Scouring Reddit posts and conducting interviews We gathered our data from three sources: anonymous blog posts from 171 people, Reddit posts from 781 people, and in-depth interviews with 59 workers employed in a variety of jobs across multiple industries. All these people worked while dealing with chronic mental illness, such as major depressive disorder, generalized anxiety disorder, and bipolar disorder. The blog posts were maintained by a nonprofit concerned with the experiences of individuals living with mental illness. We focused on posts tagged work. To identify relevant data on Reddit, we searched using a combination of the word work with several terms associated with mental illness. Additionally, we restricted our data collection to unsolicited narratives published prior to mid-March 2020 to avoid overlap with the employment changes that occurred during the COVID-19 pandemic. Because this data was gathered from the internet, we couldnt obtain details about participants gender, age, profession, or education. We also recruited people to interview through social media postings, advertising in a public universitys alumni listserv, and contacting an organization that focuses on mens mental health. We also made requests of those wed already interviewed to see whether they had recommendations for other people to possibly interview. The interviews took place in 2020 and 2021. Speaking with people from all walks of working life About 37% of the people we interviewed identified as women, and their average age was 41.5 years. Approximately 80% of them identified as Caucasian, 3.5% Black, 3.5% Hispanic, and less than 2% identified as either Indian, Korean American, mixed race, or Middle Eastern and North African. About 3.5% chose not to answer. They held a variety of jobs, including lawyer, professor, touring musician, consultant, teacher, real estate manager, chief technology officer, salesperson, restaurant server, travel agency manager, graphic designer, tester for manufacturing plant, chemical engineer, and bus driver. Several worked in tech fields. When the employees who we studied were trusted and given flexibility, they became better able to do their jobs while also attending to their well-being. Employees who had lived with their condition for years used what we call personalized disengagement and engagement strategies to manage their symptoms. That refers to the fact that people with mental illness respond best to different coping strategies depending on their own preferences and symptoms, instead of using generic techniques they learned from self-help resources or peers. Examples of personalized disengagement strategies ranged from leaving workspaces to meditate to taking a walk to finding a quiet space to cry. Engagement strategies included immersing more deeply into work and having conversations with co-workers. These coping strategies will sound familiar to most people, including those without any chronic mental health conditions. But workplaces dont always give employees, regardless of their disability status, the flexibility and self-determination necessary to enact their strategies. In fact, a recent survey by Mind Share Partners found that nearly half of employees didnt even feel like they could disconnect from their jobs after working hours or while on vacation. Many employees also told us that they benefited from trust and flexibility in the period after they were diagnosed, when they needed to explore different therapies and treatment techniques. When managers allow for flexibility, trust workers to do what they need to do to address their symptoms, and convey their compassion, employees with chronic mental illness are more likely to keep their jobs and get their work done. Affecting most employers Mental illnesses became more prevalent in the aftermath of COVID-19, especially among adolescents and young adults. So, if youre an employer, chances are that our research is relevant to your workforce. Depression, a common mental illness, had an estimated cost of US$1 trillion annually in lost productivity in 2019, the World Health Organization has estimated. People with anxiety and mood disorders, including bipolar disorder and major depressive disorder, may periodically have symptoms that interfere with their ability to do their jobs. And while doing those jobs, they risk being stigmatized by co-workers who may know little about mental illness or be judgmental about people with those chronic conditions. That adds further stress beyond what others would experience at work. Employee assistance programs could be falling short In response, many employers offer benefits to help employees cope with mental and emotional problems, such as employee assistance programs, mental-wellness app subscriptions, and stigma-reduction efforts. These one-size-fits-all initiatives can help improve functioning for those with occasional or short-term emotional problems, and they can help improve leaders ability to respond to employees distress, which s crucial. But as a whole, they are not enough to solve the problem. Employee assistance programs, which nearly all big companies offer, have not proved systematically helpful to workers in achieving their goals. One study found that they reduced employees absences but did not reduce their work-related distress. Another study even found that workers who used these programs became more inclined to leave their jobs. Not missing out on peak performers Contrary to stereotypes, people with chronic anxiety and depression, such as those we studied, are generally as capable of success in the workplace as anyone else in the right context. Extremely high performers, such as the late actor Carrie Fisher and the Olympic swimmer Michael Phelps, are two such examples of people with a mental illness who were top achievers in their field. If you were a manager, wouldnt you want people of this caliber working for you? If so, then its important to create the right conditions, which many employers fail to do despite their best efforts. Needing more mental health support Companies will face increasing pressure to support those with mental illness and other mental health challenges. Monsters 2024 State of the Graduate Report found that Gen Z employees (people born between 1996 and 2010 and are currently in their teens and 20s) are increasingly prioritizing support for mental health at work, with 92% of 18- to 24-year-olds surveyed wanting a job where they are comfortable discussing their mental health at work. This trend suggests that employers wishing to attract top entry-level talent will need to effectively support mental health, highlighting the importance of continuing to research this issue. Sherry Thatcher is a Regal Distinguished Professor of management and entrepreneurship at the University of Tennessee. Emily Rosado-Solomon is an assistant professor of management at Babson College. This article is republished from The Conversation under a Creative Commons license. Read the original article.
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E-Commerce
Mad Max mode may sound like something out of a video game, but it is a real-life setting for cars currently plying Americas streets. And it poses genuine danger. In an homage to the main character from George Millers dystopian 1979 film and its sequels, originally portrayed by current Trump supporter Mel Gibson, Tesla created Mad Max mode as an option for vehicles equipped with its Full-Self Driving (FSD) system. The Mad Max icon is a mustachioed smiley face wearing a cowboy hat, bearing less of a resemblance to the films titular vigilante than to Tesla CEO Elon Musks brother, Kimbal. (Warner Bros., which released the films, has not filed suit.) Despite its name, FSD does not enable the car to drive itself. Rather, it is an advanced driver-assistance system (ADAS), capable of changing lanes, making turns, and adjusting speed as long as a human driver remains alert and ready to take over. Other automakers, such as Ford and GM, also offer ADAS systems. Mad Max mode is starkly different from other FSD settings like Sloth and Chill. Teslas using it will roll through stop signs and blast past other vehicles on the road. One driver posted a YouTube video showing his Mad Max-enabled Tesla hitting 82 mph while whizzing by a 65 mph speed limit sign. A social media user wryly suggested that Mad Max should just immediately write you a ticket when you turn it on. Tesla made Mad Max mode available briefly in 2018 and then reintroduced it in October. The National Highway Traffic Safety Administration quickly announced a safety investigation; the agency declined to give an update on its status. Musks company is not the only one programming its vehicles to treat traffic laws as suggestions rather than requirements. Waymos robotaxis (which, unlike ADAS such as Tesla FSD, do not require anyone in the front seat) have been spotted in San Francisco blocking bike lanes and edging into crosswalks where children are walking. In a recent Wall Street Journal story titled Waymos Self-Driving Cars Are Suddenly Behaving Like New York Cabbies, a Waymo senior director of product management confirmed that the company has programmed its cars to be more aggressive. He said that recent adjustments are making its robotaxis confidently assertive. Welcome to our brave new computer-powered future, where companies will determine which road rules are obeyed and which are ignored. We might not like what they decide. Mad Max, unleashed Traffic laws occupy a curious niche in the U.S., where most drivers break them regularly and without consequences. There is this built-in acknowledgment that going 5 miles per hour over the limit is okay, says Reilly Brennan, a partner at Trucks Venture Capital, a transportation-focused investment firm. In other parts of our life, that wouldnt be acceptable, like going 5% over in accounting or when a doctor performs some kind of task. Indeed, many otherwise law-abiding drivers occasionally change lanes without using a turn signal or double park while grabbing coffee, knowing that these behaviors are technically illegal, but believing they are unlikely to result in a crash or fine. Driving more than 25 mph over the speed limit is a different story. Most people avoid doing so unless, say, rushing a child to the hospital, given the risk of getting into a crash or receiving a pricey ticket. But unlike humans, robotaxis and ADAS can violate traffic laws regardless of situational context. Youve taken away the agency of the person to decide whether its reasonable to break the law at that time, says Phil Koopman, professor emeritus of computer science at Carnegie Mellon, who has studied autonomous driving extensively. Furthermore, companies like Tesla and Waymo may be shielded from the consequences of both minor and major traffic violations. The driver of a Tesla running FSD, for instance, is expected to remain alert and ready to take over, and the company claims that the drivernot Teslais liable for mishaps or collisions. You have a company deciding to break the law, but the driver is being held responsible and suffering the consequences, Koopman says. Last August, a Florida jury rejected Teslas attempts to pin crash responsibility on drivers alone, awarding $243 million to the family of a person struck and killed by a Tesla runing Autopilot, the companys less advanced ADAS. Tesla is appealing. Producers of fully autonomous software shoulder more responsibility for their vehicles actions than car companies offering ADAS. Still, accountability isnt a given for them, either. State law in California and Georgia currently does not allow police to ticket vehicles without a driver, though California will close that loophole next year. (A Waymo spokesperson said the company supported Californias change). Everyones a road warrior now Without liability for traffic law violations, companies may program their vehicles to take more risks. Tesla likely launched Mad Max mode to appeal to the companys hardcore customers, says author and podcaster Edward Niedermeyer, who has written a book about the companys history and is currently writing a follow-up. Tesla has a baseline incentive to release all kinds of weird, quirky, unique software updates that cost them almost nothing and fuel their online fan base, he says. Mad Max mode is an example of that, and it happens to also reflect the companys casual attitude toward public safety. Waymos robotaxis do not behave nearly as aggressively as Teslas running Mad Max. But the company faces an incentive to turn its assertiveness dial up a bit, if only to match the expectations of its paying passengers, who have become accustomed to violating traffic laws when they themselves sit behind the wheel. Driving like your grandmotheras writer Malcolm Gladwell described his Waymo passenger experience in 2021isnt exactly a juicy marketing line. Consumers think that these systems should drive the way they drive, Brennan says. Some circumstances clearly call for rule-breaking, such as moving across a double yellow line to navigate around a moving van that is being unloaded. What weve learned through more than a hundred million real-world miles is that appropriate assertiveness is crucial for safety and traffic flow, says a Waymo spokesperson. But other situations are trickier, such as dropping someone off in a crosswalk or bike lane when no parking spot is available. These behaviors may be common practice among human drivers, but they can endanger other road users and certainly inconvenience them. Last year, Waymo received 589 tickets for illegal parking in San Francisco. But the public may have limited patience for computer-powered cars that bend traffic rules or cause collisions. Researchers have found that people are more tolerant of risk in activities they can control (like driving) than those they cannot (like robotaxis). Case in point: A recent outcry erupted in San Francisco after Waymo vehicles ran over a cat and dog. Of course, countless American pets are killed by human drivers, including the estimated 100,000 dogs who die annually after being placed in truck beds. These tensions will not dissipate anytime soon, given how furiously makers of ADAS and autonomous vehicles are working to win over customers. Brennan envisions a future where riders might choose from varying levels of robotaxi assertiveness. Right now, there is just one Waymo setting, he says. But in a few years, there may be three or four settings, and one of them is almost exactly like the way that you want to drive. For that to happen, humans will have to grow accustomed to self-driven cars zooming past speed limits and playing chicken with pedestrians in crosswalks. Companies are designing their autonomous systems to reflect how humans drive, for better and for worse.
Category:
E-Commerce
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