This thesis investigates how established brands can remain authentic, credible, and future-oriented in the face of accelerating generational change. As Generation Z and Generation Alpha increasingly shape cultural norms, consumption patterns, and expectations of organisational responsibility, many legacy brands experience growing misalignment between their intended identity and their perceived image. These misalignments often manifest as tensions between vision, culture, and external communication, undermining trust and long-term relevance.

Positioned within Strategic Product Design, this research conceptualises Transformative Branding as a design-driven organisational capability rather than a static branding exercise. Drawing on literature from branding, generational studies, organisational change, and dynamic capabilities, the study develops a structured approach that supports organisations in sensing emerging generational tensions, translating them into shared opportunity spaces, and aligning strategic intent with lived organisational culture.

Through research-through-design, the thesis results in a structured workshop methodology and supporting toolkit that facilitate collective reflection, dialogue, and strategic alignment within organisations. The approach was iteratively developed and tested across multiple organisational contexts, enabling evaluation of its applicability, clarity, and strategic value.

The findings suggest (still a need for empirical validation) that Transformative Branding can function as a practical and teachable capability that helps organisations navigate generational transitions in a more responsible, transparent, and internally grounded manner. By reframing branding as an ongoing process of organisational learning and adaptation, this thesis contributes both theoretical insight and actionable guidance for designers, strategists, and organisations operating in increasingly volatile socio-cultural environments.