How Semiotics Shaped J&J’s Brand Strategy
Fast Read ⏲ 3 minutes
What We Did
To reposition Johnson & Johnson from a holding company to a unified, purpose-led healthcare brand, we turned to semiotic visual research. Rather than rely solely on traditional market research or creative intuition, we used semiotics to decode the cultural signs, symbols, and narratives shaping how people perceive health, care, and innovation globally.
Why It Mattered
Healthcare branding has evolved. Grand, sweeping promises no longer resonate; people are drawn to everyday moments of care, inclusivity, and empowerment. Our semiotic analysis revealed seven emerging themes, like Expansive Compassion, Interactive Energy, and Heroic Personas, that reflect this shift. These codes showed us how to avoid outdated metaphors (like “war on disease”) and build brand meaning that feels urgent, human, and forward-looking. Semiotics gave us not just insights, but strategic clarity.
How We Applied It
We translated those insights into a new visual and verbal brand system. Photography shifted to documentary-style human moments. Messaging highlighted cross-disciplinary collaboration and purpose-driven momentum. Our visual identity became bolder and more modern, but still grounded in legacy. These codes also informed our internal culture, guiding how teams collaborate and communicate as “one J&J.” The result: a cohesive, credible brand that connects emotionally while signaling innovation at scale.
Key Takeaway:
Semiotics isn’t fluff—it’s a practical, powerful tool for decoding culture and guiding brand transformation. In a space as sensitive and globally nuanced as healthcare, it helped J&J align purpose with perception and design a brand that truly resonates.
Long Read ⏲ 15 minutes
Charting Johnson & Johnson’s New Course: What I Learned from Semiotic Visual Research in Our Brand Transformation
Setting the Stage: From Holding Company to Purpose-Led Brand
I still remember the moment I realized Johnson & Johnson needed a fundamentally new approach to its brand. We were no longer just a holding company of disparate businesses – we were becoming a unified, purpose-led enterprise. After over 135 years of operating with multiple segments and a familiar script logo, J&J was entering a new era with an exclusive focus on healthcare innovation. This shift came on the heels of separating our consumer products division, which meant uniting our pharmaceutical and medtech segments under one identity to “demonstrate [our] collective power in healthcare”. As an executive overseeing this transformation, I knew that simply redesigning the logo or writing a new tagline wouldn’t be enough. We needed to rethink what our brand meant to people.
Our CEO, Joaquin Duato, captured the challenge well, noting that uniting our businesses under an updated brand reflects our “unique ability to reimagine healthcare through transformative innovation, while staying true to Our Credo values and the level of care that patients and doctors expect of us.” In essence, Johnson & Johnson’s brand had to stand for a clear purpose – “profoundly change the trajectory of health for humanity,” as we termed our True North vision – and to do so in a way that felt authentic and inspiring across cultures. To bridge the gap between that lofty ambition and how people perceive J&J, we turned to an unconventional but powerful tool: semiotic visual research.
Revealing Evolving Codes in Healthcare Through Semiotics
Conducting a semiotics exploration was a revelation for me. Semiotics – the study of signs and symbols and how they create meaning – allowed us to dissect the visual and cultural “code language” of healthcare. We commissioned a global semiotic analysis to identify the cues, symbols, and themes that could bring our new True North purpose to life in an accurate and culturally resonant way. In practical terms, this meant combing through everything from advertising imagery to industry narratives to understand how the meaning of “care,” “health,” and even “innovation” was evolving.
The research immediately surfaced several shifts in the cultural codes of healthcare. One major insight was a movement away from what I’d call the Grand Transformation narrative towards an appreciation of Everyday Small Steps. In the past, healthcare marketing often celebrated dramatic before-and-after stories – think of the “miracle cure” or the heroic surgeon performing life-saving feats. This came with a “no pain, no gain” mentality and grand, sweeping promises. But our semiotic analysis found growing skepticism toward those over-promises. People today are more inclined to value small, intimate acts of care and incremental health improvements that fit into daily life. For example, rather than depicting a single triumphant moment of cure, brands now show the mundane magic of a patient using a smartphone app to manage care – “a mobile phone is all that’s needed” for telemedicine or wellness tracking. This told us that Johnson & Johnson’s storytelling should celebrate not only big breakthroughs but also the cumulative power of everyday care.
We also learned that the old paradigm of “Planned & Orderly” care is giving way to a “Spontaneous & Always-On” model. Traditionally, healthcare was synonymous with appointments, rigid schedules, and institutional settings – the kind of drab, formal environment of waiting rooms and endless forms. Now, however, care is no longer confined to a particular time or place; it’s on-demand and omnipresent. Visual cues in the research — imagine a sterile calendar book vs. a smartphone with 24/7 chat access to a doctor — underscored how expectations have changed. For our brand, this meant our imagery and messaging needed to feel more dynamic and accessible, showing that J&J meets people where they are, anytime they need care.
Another powerful code shift we uncovered was the redefinition of “Care” from Fixing to Enabling. In many cultures, care used to be seen as the act of “making a broken thing whole again”, a somewhat paternalistic fix-it mentality. The classic image here is a doctor as a mechanic repairing a body. But increasingly, care is viewed in terms of liberation and enhancement: it’s about empowering people to live better, healthier lives, not just treating their illnesses. This aligns with trends like preventative wellness, human enhancement, and the idea that healthcare can unlock potential. For Johnson & Johnson, this reinforced that our brand promise should go beyond healing sickness to enhancing well-being and possibility. It’s no coincidence that our True North statement includes “change the trajectory of health,” implying proactive direction rather than only reactive fixes.
By examining these evolving codes, I learned that effective branding in healthcare must tap into current cultural meanings. Semiotic research gave us a sort of map of those meanings. We didn’t have to guess at what imagery would resonate – the analysis pointed to it. In fact, we distilled our findings into a framework of three levels (from broad cultural dynamics to specific visual cues) and identified seven key themes – or codes – that we could use to guide Johnson & Johnson’s brand expression. Each theme represented a cluster of meaning that would make our purpose feel tangible and relevant.
Seven Codes to Inspire a Purpose-Led Brand
Using those semiotic insights, we articulated seven guiding themes that bridged our True North vision with visual and verbal expression. These were not abstract concepts, but living codes drawn from real cultural signals. Here’s how I would summarize each theme and what it meant for our brand :
Grand Perspective: We need to convey an all-seeing, expansive viewpoint – essentially the epic scale of J&J’s ambition. Our purpose is huge (“change the trajectory of health for humanity”), so our branding must feel big and visionary. For instance, page 13 of the semiotics deck showed imagery of a wide horizon and globe, signaling a grand perspective. We took from this that we should use visuals of large scale, think panoramic views of the world or sweeping healthcare landscapes, but do so in a grounded way. The research cautioned us to illustrate scale with concrete examples, not abstract god-like imagery. In practice, that meant highlighting real-world impact (e.g. the number of patients treated or communities helped) rather than just depicting a mythical hero towering over a city. This ensures our epic story remains relatable and credible.
Forward Movement with Grounding: This code is about combining dynamism with stability – infusing a sense of momentum while staying rooted in who we are. We want to be seen as driven and progressive (“fearlessly first,” “propel,” “accelerate” were words that came up) but also as trusted and enduring (“strong + stable,” “trusted for generations”). Visually, the research suggested using motifs of forward motion, arrows, pathways, a sense of trajectory, alongside references to our solid foundation. One slide, for example, juxtaposed an image of a bold arrow moving upward with a subtle nod to J&J’s 130-year legacy. We even realized we should remind people that J&J is more than just “the baby company.” By showcasing past achievements in healthcare (e.g. our work in HIV, contraception, surgery) to provide credibility, we ground our forward-looking innovation in a proven track record. This theme directly shaped our narrative: when we talk about the future, we always connect it to the strengths and values that got us here.
Purposeful Urgency: Here we learned to project a sense of uncompromising vigor, we act with urgency because our purpose demands it. This theme was about conveying momentum and commitment to advance human health now. In the semiotic analysis we saw that urgency in healthcare branding works best when paired with empathy. Bold language like “ignite” and “mobilize” is powerful, but it must be grounded in caring to avoid coming off as harsh. One research image showed how using vibrant colors and documentary-style photography can communicate focused urgency amid chaos. We adopted that idea into our new visual identity by choosing a more vivid red and more candid, real-life imagery of caregivers in action. The flip side was a warning: avoid warlike or “battle” imagery in our health messaging. The analysis actually flagged that scenes of indiscriminate destruction, think clichéd visuals of war against disease, it can feel “violent” and lack a clear compassionate focus. That insight led us to retire the old “War on Cancer” type metaphors in favor of messages about rallying for patients. Purposeful urgency, yes; blind aggression, no.
Heroic Personas: This theme taught us to celebrate the everyday heroes in healthcare, but to do so in an authentic, human way. The classic symbol of a hero in this industry might be a doctor with a cape (or in J&J’s case, maybe a researcher in a lab coat endowed with superhero status). However, semiotic research showed that audiences respond better to heroes who are recognizable and real, not fantasy. We saw side-by-side depictions of a comic-book style superhero versus a compassionate nurse tending to a patient – a powerful comparison. We learned to depict our people as inspirational and human (vs. superhero-like). So in our brand content, we now spotlight actual J&J scientists, engineers, and frontline health workers as heroes, highlighting their “impassioned empathy” and commitment. One slide termed them “visionary vitalists” and “fearlessly first to the frontline,” which perfectly encapsulated the brave, no-retreat attitude we want to embody. This humanized heroism became a core part of our brand voice – we frame our employees and partners as courageous innovators who readers (and customers) can truly relate to and trust.
Interactive Energy: This code is all about the sparks that fly when diverse expertise comes together. Internally, we knew one of J&J’s strengths is the sheer breadth of knowledge across our teams. The semiotic analysis gave us a way to visualize that. It described “a dynamic network of disparate skills and knowledge” creating innovation through collaboration. In other words, breakthroughs happen not in isolation, but at the intersections. Slide 25 of the research deck illustrated this with a web-like diagram of interconnected nodes (each node representing a team or discipline) a stark contrast to old silo imagery. We drew a direct line from this insight to our strategy of emphasizing cross-sector collaboration. For example, the research cited our partnership on surgical robotics with Google as a “catalytic” meeting of minds breaking internal and external boundaries. We made such stories a highlight in our communications (“look how combining pharma, medtech, and tech expertise solved lung cancer diagnostics”). Visually, our new branding features graphics with interlocking patterns and multi-disciplinary teams brainstorming, conveying that interactive energy. This was a shift from the past where J&J might have presented itself as a set of separate expert divisions; now we show one networked innovation ecosystem.
Active Inclusivity: The coming together of people from all backgrounds to solve health challenges is a theme that resonated especially with younger audiences and emerging markets, as our research noted. “Inclusivity” for us isn’t just a value statement, it’s portrayed as active collaboration in pursuit of a goal. The semiotic analysis highlighted the phrase “People First” and noted it translates effectively across cultures, reinforcing that people are our highest priority. On page 28 of the semiotics deck, a diagram depicted the organization not as a top-down hierarchy but as a circle of collaborators, everyone on the same level working toward innovation. We took inspiration from this in designing our new employer brand materials, showing project teams composed of diverse roles, all in the huddle together. The idea of an “optimistic & galvanizing voice” came through strongly, the research encouraged us to speak in a way that invites everyone in, conveying that “there is nothing that can’t be solved when committed people put their resources and resolve together”. This directly informed the tone of our messaging around partnerships and recruiting: it’s always we, not us-vs-them, and we celebrate collective achievements.
Expansive Compassion: Perhaps my favorite theme, this one underlined that empathy and care must permeate everything we do – and at a scale that touches millions. It’s about being a “compassionate partner in life’s big & small moments” (a phrase from our research). The semiotic analysis made a profound point: compassion should be achieved by the collective, not a single savior. In other words, J&J’s compassion is not just embodied in one kindly doctor or a single act of charity; it’s in how all of us together, as a company and community, care for the world. One slide referenced the Millennium Development Goals as an example – big global challenges require collective action. Practically, this theme led us to showcase stories where small actions by many people add up. We emphasize patient communities, family caregivers, and public health collaborations. The research phrase “a series of small everyday steps can have an enduring impact” really became a mantra for our campaign messaging. And it closed the loop nicely: tying back to the first insight about small everyday acts of care, but elevating it to a compassionate mission at a global level. When we talk about Health for Humanity now, we make sure to illustrate it with images of real human touch and solidarity, from a nurse holding a patient’s hand, to a village health program in action, to make that expansive compassion feel real.
From Insight to Action: Shaping J&J’s Repositioning
Translating these semiotic insights into our brand strategy was the next crucial step. We didn’t treat the research as an academic exercise; we used it as a playbook for change. In fact, as we worked with our branding partners (including our agency, Wolff Olins), we found a strong alignment between the semiotic themes and the strategic challenges and opportunities we had identified. In one strategy presentation, we summarized our situation in four big questions and four corresponding opportunities:
Culture: What is the value of “transformative health” today? ⇒ Opportunity: Go beyond just fighting illness to include broader definitions of health and wellbeing. This directly echoed the shift from “fix & heal” to “enhance & liberate” we saw in the semiotics. It pushed us to frame J&J’s purpose not just as curing disease, but as enabling wellness, a principle that made its way into our new narrative and even product development focus. For example, we started highlighting initiatives in preventative care and wellbeing (not traditionally the focus of a big pharma company) to show we’re addressing health holistically, not just when something goes wrong.
Category: As we focus on pharma and medtech, how do we hone in on healthcare in an ownable, distinctive way? ⇒ Opportunity: Bring our people-first approach to have impact on both societal and individual dimensions. “People first” was literally one of our semiotic codes (Active Inclusivity), and this strategy point reinforced it. It meant that, to differentiate J&J in the purely healthcare space, we would double down on our Credo value of putting patients, doctors, and employees at the center. Visually, this translated to more patient stories, more faces and diverse representation in our communications, something the semiotic research had indicated would build trust and intimacy. Strategically, it also meant investing in community initiatives and health equity efforts, to show societal impact alongside individual patient impact.
Customer: With the consumer business gone, how do we redefine the experience for our core customers (e.g. healthcare providers, partners) while retaining the J&J equity built over time? ⇒ Opportunity: Create an integrated brand that delivers seamless experiences, building value and awareness among all audiences. Here the idea of Interactive Energy and Active Inclusivity played a big role. Internally, “one J&J” became a mantra, we wanted customers to feel the same cohesive experience whether they dealt with our pharmaceutical side or medtech side. The semiotic theme of showing a network of knowledge (Interactive Energy) helped inform the design of these experiences. For instance, we revamped our digital presence so that a user can smoothly navigate between pharma and medtech solutions, seeing J&J’s full capabilities in one place. We also used consistent visual elements (colors, iconography inspired by the interlocking patterns from the research) across previously separate business units to signal a unified brand. The idea was to visually and functionally break silos, an approach validated by the cultural code of collaboration over fragmentation.
Company: What does it mean to fully become one Johnson & Johnson as a brand? ⇒ Opportunity: Build on our foundation to write a new unifying narrative that is lived and expressed in all we do. This was essentially the endgame: to crystallize a narrative for the new J&J. Semiotic research was indispensable in crafting that narrative. The seven themes became the pillars of our story, from the grand perspective (the scale of our ambition) down to expansive compassion (the depth of our care). We wove these into a concise narrative that every employee could understand: J&J is a fearless, caring collective that blends ingenuity and empathy to profoundly change the trajectory of health for humanity. If you look at our communications now, you’ll see those exact notes being hit repeatedly. Even the updated visual identity we launched in late 2023 was a direct outcome of this narrative focus. We introduced a modernized logo and design system that “builds on the Company’s legacy, while also modernizing key elements to showcase healthcare innovation”. The familiar script logo gave way to a cleaner, bolder logotype in a vibrant red, a color choice influenced by the purposeful urgency code, balancing a sense of urgency with warmth. And by keeping the Johnson & Johnson name (rather than rebranding entirely), we built on our foundation and heritage, exactly as our opportunity #4 stated.
Perhaps most importantly, this unified brand now serves as a beacon for our culture. It’s one thing to change visuals, but we wanted to “live” the brand in all we do”. So we integrated those semiotic themes into our internal programs and leadership messaging. For example, we launched an internal campaign highlighting “Everyday Care Heroes” to encourage employees to embody the Heroic Personas ethos in their daily work. We set up cross-company innovation challenges to ignite that Interactive Energy across traditionally separate teams. We even revisited our Credo discussions (a long-standing J&J practice) in light of the new themes, asking teams how they can demonstrate Expansive Compassion or Active Inclusivity in their decisions. In short, the semiotic research didn’t just shape our marketing; it shaped how we operate and unite as One J&J.
Conclusion: The Power of Semiotics in Brand Transformation
Going through this journey, I loved that a semiotics focus, far from being an esoteric academic exercise, can be a powerful catalyst for brand transformation. By decoding cultural signs, we were able to align Johnson & Johnson’s new identity with the zeitgeist of healthcare and the authentic expectations of our audiences. In a first-person reflection, the most striking lesson for me was that brands live in people’s minds as much as in strategy documents. Semiotic research gave us a window into those minds, revealing the evolving meanings and emotions attached to health and care. It helped us avoid missteps (like leaning on outdated “war on disease” tropes) and guided us to opportunities we might have overlooked (like the potency of small everyday acts of care). The result was not just a refreshed logo or tagline, but a purpose-led brand that people can believe in.
For my fellow executives and brand leaders reading this, here’s my call to action: embrace semiotics as a strategic tool in your own transformations. Don’t relegate brand change to surface-level design tweaks or isolated brainstorming. Instead, invest in understanding the cultural code your brand operates in. Ask yourselves, what symbols are resonating with the next generation of customers? What stories feel tired or inauthentic in today’s world? Semiotics can reveal these answers. In our case, it illuminated a path to make an old company feel new again, without losing its soul.
I invite you to consider the same approach for your organization. Whether you’re repositioning a global icon or launching a new venture, grounding your strategy in semiotic research can uncover the “why” behind customer perceptions and inspire a more meaningful brand vision. Johnson & Johnson’s transformation taught me that when we listen to the deeper cultural conversation, the visual metaphors, the unspoken anxieties, the emerging aspirations, we create brands that not only look different, but truly make a difference. That is the true north for any purpose-led brand. Let semiotics be your compass in getting there.