How does one establish identity in a crowded market? Branding, of course, plays a key roll. Beginning with simple notions like logo design in the late 19th-century, branding has now evolved to include a complex web of look, personality, product, trademark, and slew of interrelated multi-media concerns. In short, things have changed quite a bit since Bass & Company trademarked their red triangle.

These days, we are weathering a storm of companies basing branding campaigns around their longevity (read: heritage). But the world offers more than just the old guard. Innovation and change are important in our commercial world. True, the introduction of a new shirt, a new shoe, or anything really, does need some degree of heritage play—to make something and make it correctly requires an outstanding level of expertise. Thus, a blending of tradition and innovation remains no small component in the envisioning of a new entity.

Last week I visited the London offices of the young watch and instrument firm Linde Werdelin. Located in a relatively modest West London studio, the office displays a series of over sized advertising images. Above the conference table hang close-up shots of the first series Linde Werdelin watches. Despite reassuring familiarity, the photographs do little to distinguish Linde Werdelin beyond displaying the watches’ aesthetic. Throughout the rest of the office, however, the new campaign reveals itself ushering in a playful and pointed view of the company’s world. Viewed in tandem, the two campaigns are revealing, taking the Linde Werdelin experience from the traditions of the watch world to one geared to multi-layered innovation.

As I spoke with Jorn Werdelin, the London-based half of the founding Linde Werdelin duo, the history of watch making flowed easily into a conversation about creating a brand, if you will, lifestyle. Growing up, Werdelin was connected to the watch world. His father owned several watch shops in Denmark and being around the pieces piqued the young boys interest. As a result, he is well aware of how the watch business has been run In the past.

We talked about the very notion of luxury and the nature of its sale. Werdelin stated plainly, “The most important thing is for the customer to get what the customer wants.” In essence, we’re talking about change. A shift from a rather daunting dealer-based watch sale to one focused on new models of luxury commerce.