Revitalizing the 175-year-old financial institution’s legacy
Services
Brand Transformation Strategy
Brand Transformation Roadmap
Integrated Marketing and Branding
Web Design
As the asset management business of Lazard, a 175-year-old global financial services firm, Lazard Asset Management (LAM) faced the challenge of finding its distinct voice in a sea of industry sameness. The firm needed to build upon its rich, storied legacy while signaling a modern, differentiated approach across all business levels—from foundational messaging to brand expression to critical client touchpoints like their website. Simultaneously, the broader Lazard corporate presence required refreshing to convey a unified company identity that would resonate with stakeholders and support business growth.
Partnering closely with LAM and Lazard's leadership team, we embarked on a comprehensive transformation journey guided by extensive research. We defined LAM's brand strategy and promise around the concept of "investment architects"—professionals defined by their unwavering commitment to the craft of investing. This strategic positioning inspired a new messaging playbook and editorial-driven brand identity that came to life through LAM's redesigned website, featuring custom video shoots and storytelling-focused experiences. Recognizing that many of these brand tenets also applied to the overarching Lazard corporate entity, we strategically integrated the new messaging and design elements into the corporate website, creating a cohesive brand experience across both entities.
The transformation has successfully reinvigorated Lazard's market presence, making the firm top of mind for clients and stakeholders while receiving positive feedback from internal teams and leadership. The new websites now serve as powerful tools for storytelling and brand expression, supporting Lazard's ongoing efforts to launch new products and deepen client engagement. By balancing the firm's historic contributions to financial markets with their modern, innovative practices, the rebrand has positioned both LAM and Lazard for continued growth in an increasingly competitive landscape.
Key Takeaways
- The transformation reframed heritage as competitive advantage, positioning LAM as "investment architects" whose 175-year legacy becomes proof of their commitment to the craft of investing — turning industry sameness into strategic differentiation.
- An editorial-driven brand identity system unified messaging across both LAM and corporate Lazard touchpoints, creating a cohesive narrative that balances storied legacy with modern innovation through custom video shoots and storytelling-focused web experiences.
- The phased integration approach allowed for simultaneous brand transformation at two levels — launching with LAM's distinct positioning first, then extending proven messaging and design elements to the corporate entity, maximizing impact while minimizing risk.
A New Identity for the Investment Architects
LAM’s new brand identity positions them as "investment architects," emphasizing their commitment to the craft of investing. This strategic direction differentiates LAM from competitors and highlights their unique approach to asset management: empowered investment teams, specialized expertise and unparalleled access.
Balancing Lazard’s Legacy and Innovation
LAM’s brand transformation was integrated throughout the overall corporate brand and experience. The approach balances Lazard's rich legacy with their forward-looking innovations. The new strategy showcases Lazard’s historic contributions to financial markets while highlighting their modern, innovative practices.
Launching Lazard’s First ETFs
Known primarily among institutional clients, Lazard entrusted Code and Theory to help launch their first significant portfolio of retail products: a series of ETFs. With a new design system and a fresh brand story to tell, the campaign highlights why LAM’s ETFs stand out in a crowded market: each one is crafted to be unique and grounded in our institutional managers’ areas of specialization.
