Walking through the office halls last week, it suddenly dawned on me.

Even though the sign hanging from the ceiling reads "Marketing Department," every person I walked past wasn't marketing.

They were enhancing.

My revelation was more than dissecting the difference between the definitions of marketing and sales. 

In this department, the teams were making something better, they were innovating, they were trailblazing new marketing strategies of reaching prospects.

And it made me wonder if rebranding a department—whether it's called Marketing, Brand Management, the design people, or the Product Enhancement Department—would make an internal difference.

If I'm a Marketing Manager, I'm implementing ways of reaching new customers. If I'm in Brand Management, I fiercely protect the brand—seeking brand guideline violations and ensuring the brand is referred to, visualized and understood as intended.

But adopting an Enhancement Department suddenly changes things. Your new outlook is in your department's title. 

How can you call it in, go through the motions, or implement a quick and easy fix if you're in the Brand Enhancement Department?

What's more, in product and brand enhancements, your product sells for you. If you have a quality product, you don't need the ads and the elaborate campaigns as much.

That's the benefit of focusing on the core.

I understand a department's culture isn't immediately changed by something as simple as renaming. But one thing's certain.

The prospect of it lifts the veil of limitations and begins to change your team's mindset.