The case deals with the branding exercise undertaken by Bank of Baroda in June 2005. It sets the context of the changing industry environment, and describes how the bank took the decision to undertake a repositioning exercise through a major transformation. At the same time, the top management recognized that changes in business and in the logo, would need to be underpinned by a concurrent cultural transformation within the bank. The case highlights the challenges faced by the bank as a large, traditional, public-sector entity with a long history and tradition, in communicating the imperative of adopting a new style of business in the changed industry environment to key internal stakeholders - the entire spectrum of the workforce.