Sisgarbe
WHEN REBRANDING IS IN THE MODUS OPERANDI
Transforming a business does not start with a logo.
There is a SISGARBE before B16, and there is a SISGARBE that we started to design after we worked together. The change was not only in the image. It was the way we evolved as a team, as a group and as a company.
Miguel Anastácio
Sisgarbe
The Challenge:
Change starts with a new perspective.
Not all transformations start where we think.
For more than three decades, SISGARBE has excelled in the implementation, development, and maintenance of technological management solutions. Founded in 1981, it grew up following the technological evolution of the Portuguese market and developed a close relationship with hundreds of organizations.
Before proposing new communication plans, B16 initiated a diagnostic process that involved interviews with the team, analysis of the operation, observation of workflows, and study of the existing organizational structure. The result was clear: the need for SISGARBE was not just communicative. It was structural.
Before building a new brand, it was necessary to understand the company. And before communicating a new vision, it was necessary to align internally.
The Solution:
Instead of reshaping the brand, we reshaped the organisation behind it.
Over several months of close collaboration, dozens of strategic workshops, internal interviews and organisational alignment sessions laid the foundations for a far broader transformation than originally anticipated. The project expanded beyond communication to encompass organisational structure, operational processes, company culture and quality management.
What initially appeared to be a branding challenge became an opportunity to align people, processes and purpose around a shared vision. The new identity was not the starting point of change—it became its natural outcome.
Organising knowledge to build the future.
Change was designed from the inside out.
The transformation included the creation of a new organisational structure, the clarification of roles and responsibilities, the design of operational processes and the implementation of a Quality Management System that became the organisation’s common framework.
Alongside these structural changes, new internal communication practices were introduced, collaboration between departments was strengthened and alignment initiatives helped transform a fragmented organisation into a cohesive one.
The objective was never simply to document procedures.
It was to create the conditions for people to work better together.
The transformation became tangible. The organisation became consistent.
Functional organisational charts, onboarding manuals, role descriptions, operational workflows and internal procedures were developed to preserve the company’s knowledge and ensure its continuity.
The new vision, mission, values and strategic objectives became embedded in employees’ everyday experience.
At the same time, a new website, intranet, extranet, institutional materials, internal communication campaigns and team-building initiatives reinforced the cultural transformation.
Every deliverable served a single purpose:
bringing people closer together while aligning behaviours.
2018 marked a genuine turning point for the organisation.
The transformation became visible through what had never existed before: documented processes, clearly defined responsibilities and a structure capable of preserving knowledge beyond individuals.
Organisational charts, operational manuals, documented procedures and the Quality Management System provided Sisgarbe with a consistent operational foundation.
Knowledge that had once been scattered became accessible, transferable and ready to support future growth.
Achievements
Strategic Leadership Sessions
Meaningful transformation rarely happens through a single decision. It emerges when different perspectives converge over time. More than twenty-five leadership sessions established a shared vision, redefined priorities and aligned the entire organisation around a common direction.
One Strategic Marketing Plan (2018–2020)
More than a planning document, it became the organisation’s strategic compass. For the first time, communication, commercial objectives, internal organisation and business growth were connected within a single long-term vision.
One Structured Quality Management System
Once knowledge stops depending solely on individuals, organisations become capable of growing consistently. The implementation of the Quality Management System documented processes, clarified responsibilities and created a shared operational framework across the company.
of Organisational Mindset Shifts
The transformation extended well beyond processes and organisational charts. According to Sisgarbe’s leadership, the project fundamentally changed internal thinking, strengthened alignment and prepared the company for a new stage of growth.
of Documented Processes and Procedures
Knowledge that had previously existed through experience, memory and informal practice became documented, accessible and transferable. Invisible to outsiders, but essential for long-term consistency, continuity and scalability.
Team Building Programmes
Transformation did not happen only in workshops or documentation. It happened through people. Team-building initiatives strengthened relationships, increased engagement and fostered a stronger sense of belonging throughout the organisation.
of Hours Developing the Website, Intranet and Extranet
The organisation’s new direction was reflected in digital platforms designed to improve communication with clients, employees and partners. Different tools, united by one objective: bringing information, people and processes closer together.
THE SAMURAI
What was once their battle, now is History.
"When we started this project, SISGARBE was essentially looking for a new image. We quickly realized that the real challenge was something else. It wasn’t the brand that needed to change first. It was the organization. It was only when people, processes and goals were aligned that it made sense to build the communication that would come later."
Bruno Gabriel
Business Shogun
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