Category-appropriate colour choices may seem like a safe harbour for risk-averse brands, offering a semantic shortcut for time-starved consumers. But for the bold, a radical disruption of those established codes can be a powerful way to differentiate in a crowded, increasingly homogenised market.

At a recent webinar hosted by Frontify, Pantone’s head of global key account management Carola Seybold and paper company GF Smith’s global brand director Benjamin Watkinson shared insights on the competitive advantages gained by brands willing to break established colour expectations.

“The only international language we all can understand is colour,” observes Seybold, explaining why forward-thinking brands are making bolder palette decisions – and seeing measurable returns on this strategic risk.

BREAKING INDUSTRY CODES

Disrupting colour conventions can be a powerful statement of intent. But time and budget pressures too often lead to a lockdown on risk-taking. “The number of monochromatic logos that merge into this world of sameness is infuriating,” says Watkinson. “Every brand is different. Every company is different. Every human being is different. Yet we’re funnelled into thinking everything’s got to look a certain way.”

In more traditional sectors, this sameness creates strategic opportunities for disruption. Financial services, long dominated by conservative blues that signal trust and stability, saw challengers such as Monzo and Klarna flip convention on its head with their distinctive use of rich coral and soft pink.

Disrupting colour conventions can be a powerful statement of intent. But time and budget pressures too often lead to a lockdown on risk-taking

“I remember signing up for a Monzo card early on,” recalls Watkinson. “Having banked with one of the big global banks for a very long time, getting a Monzo card through the post, in a sparkly coral envelope – that kind of thing makes the world of difference.”

Even luxury heritage brands are challenging tradition. Seybold points to Porsche’s striking decision to swap its iconic red-and-gold crest for a sleek monochromatic ‘Turbonite’ version — a bold visual shift reserved exclusively for its high-performance Turbo models.

“The goal was to show the modernity and relevance in the fashion design aspect of Porsche,” explains Seybold. She describes the greyish-beige colour as “very elegant on one side, very modern and unique on the other” – helping Porsche speak to a fashion-conscious audience that the brand had previously struggled to reach effectively.

THE STRATEGIC EVOLUTION OF COLOUR

For GF Smith, a 140-year-old paper company renowned for its Colorplan range, the decision to evolve from a heritage-focused black-and-white identity to a vibrant, playful brand expression came from recognising a fundamental disconnect.

“For a company steeped in colour, gently radical, a little bit subversive and joyful – we no longer felt that our identity was reflective of who we were,” explains Watkinson. The rebrand has transformed everything from its headquarters to delivery vans, dramatically increasing brand visibility and engagement.

Brands that make calculated, authentic colour choices – whether through subtle evolution or bold revolution – create immediate visual differentiation

GF Smith’s rebrand is on the more dramatic end of the colour-shift spectrum, but subtle evolutions can also have a disproportionate impact. Seybold shares how Pantone helped update the Pink Panther’s signature colour for modern displays while maintaining its essential character.

“The shift was in baby steps,” she explains. “You wouldn’t recognise it if you didn’t see the two Pink Panthers next to each other. But you have the feeling: ‘Hey, it’s still a cool thing for me,’ not looking a little bit old and dusty.”

WHEN AND HOW TO TAKE THE RISK

Taking colour risks successfully requires strategic planning. Seybold cautions against the flattening of decision-making: “People often struggle if they only make decisions on the screen, if they don’t go the full way through and say, ‘OK, but how should the colour look if I print it, if I have paper, if I have paint?’”

The gap between digital design and physical implementation remains a persistent tension point for teams implementing colour strategy shifts. This is where brand management platforms like Frontify enter the equation, bridging the dimensional divide by centralising colour standards across all touchpoints.

When considering a colour evolution or revolution, the experts emphasise that authenticity must drive decisions. “You need to explain why you’re doing it,” advises Seybold. “The story needs to be authentic, easy to understand. Some big brands go back after a while because they didn’t do that part well.”

Watkinson agrees that the decision must connect to core values. “We didn’t rebrand to fit in – we rebranded to change the conversation,” he explains. “Just because you’re 140 years old and sell paper doesn’t mean you can’t lead in a colourful way.”

Brands that make calculated, authentic colour choices – whether through subtle evolution or bold revolution – create immediate visual differentiation. Because in a visually cluttered market, playing it safe with colour may be the riskiest strategy of all.

Access Frontify’s webinar here. The next episode of Rebranding Redefined will be on 8 July (3pm BST). Ilā Kamalagharan (Maison Mercury Jones) and Bomo Piri (Native Instruments), explore how sound shapes brand perception, memory and emotion. You can register here.