How a School Attracted ‘Ambitious Builders’

When Suri Duitch arrived at Tulane University to take over as the dean of the School of Continuing Studies, she saw a need to rebrand. Renaming her unit the School of Professional Advancement (SoPA), Suri led an involved process that included collecting internal data, giving her the good, the bad and the ugly about the school. On this episode, we learn that the rebranding process was about more than changing SoPA’s name and look. It was about changing the culture. Suri shares how SoPA attracted “ambitious builders,” the change she saw in SoPA’s job applicants, and how SoPA gained a reputation within Tulane as an “excellent place to work.”

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Key Takeaways

• Rebranding Can Be a Catalyst for Cultural Change: SOPA's rebrand aligned with a broader effort to redefine organizational culture, improve accountability, and enhance the student experience.
• Employer Branding Starts Internally: By creating a culture of consultation and aligning its mission across stakeholders, SOPA built a brand that resonated authentically with its community.
• Rebranding Requires Strategic Investments: Beyond a new name or visual identity, SOPA’s transformation included structural changes, program updates, and a commitment to academic innovation.
• Patience and Expertise are Essential: Rebuilding a brand and digital presence takes time and requires technical expertise, especially in a highly competitive digital landscape.

Episode Summary

Why Rebranding Was Essential for SOPA

When Suri Duitch became Dean of SOPA in 2016, she quickly identified the need for a rebrand. At the time, the school’s identity as the “School of Continuing Studies” didn’t align with its evolving mission. With roots dating back to 1942 and a renewed focus on serving a diverse population of students, it was time to reflect those changes in the school's name, visual identity, and messaging. The name “School of Professional Advancement” was chosen to better communicate the school’s emphasis on innovation, academic rigor, and workforce readiness. This decision was informed by extensive stakeholder consultation, including focus groups with students, alumni, and staff.

Duitch emphasized that the rebrand wasn’t just about a new name—it was about signaling a new era of innovation and accountability. By aligning the school’s mission with Tulane University’s broader goals and improving its integration within the university brand, SOPA began to reposition itself as a leader in professional education.

The Role of Internal Buy-In and Cultural Change

For SOPA, the rebrand was as much an internal journey as it was an external one. Duitch and her team prioritized creating a culture of consultation, which included gathering honest feedback from focus groups. While some of the feedback was difficult to hear, it was instrumental in identifying areas for improvement and setting a new course for the school.

One key aspect of SOPA’s success was its clarity of mission. Faculty, staff, and students understood the school’s purpose and their role in advancing it. This clarity helped attract “ambitious builders” to the team—individuals eager to contribute to the school’s growth. It also meant that those who weren’t aligned with the mission could exit gracefully, ensuring the school’s culture remained cohesive and forward-thinking.

Duitch stressed the importance of transparency in fostering trust and buy-in. Even when not everyone agreed with a decision, stakeholders appreciated understanding the rationale behind it. This approach helped SOPA build a strong foundation for long-term cultural and organizational change.

The Impact of the Rebrand on Employer Branding

The rebrand not only enhanced SOPA’s reputation among prospective students but also improved its ability to attract high-quality talent. By reintroducing itself to the marketplace with a clear and compelling value proposition, SOPA became a more attractive employer. Duitch noted that the rebrand coincided with broader investments in faculty, programs, and digital marketing, creating a sense of excitement and momentum.

Importantly, the rebranding effort also underscored the importance of follow-through. As Duitch explained, a rebrand must be accompanied by tangible changes that align with the new messaging. For SOPA, this meant delivering on its promise of innovation and quality through updated programs, improved student experiences, and a commitment to academic excellence.

Lessons Learned from SOPA’s Rebranding Journey

1. Start with Stakeholder Engagement: From day one, Duitch and her team prioritized consultation and feedback. This not only informed the rebranding process but also helped build trust and buy-in among key stakeholders.
2. Invest in Expertise: SOPA partnered with rebranding consultants to ensure its messaging, visual identity, and digital presence were executed professionally. Duitch noted that building a digital presence, in particular, required significant time and technical expertise.
3. Be Transparent: Transparency about decisions and processes helped foster trust and alignment across the organization.
4. Be Patient: Rebranding is not a quick fix. Building a strong brand and culture takes time, and results may unfold over years rather than months.

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