Strategy + Design

Two complementary forces coming together to engage your customers, investors, staff and stakeholders.

First we listen. Next we think. Then we design. Delivering results that accelerate your business.

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Results-driven. Case studies galore.
Our work is our advocacy. These are just six of the many case studies on this site showcasing our work and the results we deliver for clients.
NZ Post 2019 Integrated Report
NZ Post 2019 Integrated Report
Rebranding The Sir Peter Blake Trust
Rebranding The Sir Peter Blake Trust
The maunga of Tāmaki
The maunga of Tāmaki
Victoria University of Wellington Undergraduate Recruitment Campaign 2018
Victoria University of Wellington Undergraduate Recruitment Campaign 2018
Mercury’s augmented reality Waikato River experience
Mercury’s augmented reality Waikato River experience
Starship Wonderful Forest
Starship Wonderful Forest
Victoria University of Wellington Undergraduate Recruitment Campaign 2018
Victoria University of Wellington Undergraduate Recruitment Campaign 2018
Tamaki Regeneration Company Branding
Tamaki Regeneration Company Branding
Our Expertise. What we do best.
So much more than your name, your logo or visual identity, a brand reflects what you stand for and how you want to be perceived.
So much more than your name, your logo or visual identity, a brand reflects what you stand for and how you want to be perceived.
The best brands are built inside out, effectively engaging and aligning staff perception and behaviour with strategy, culture and performance.
The best brands are built inside out, effectively engaging and aligning staff perception and behaviour with strategy, culture and performance.
We approach digital from a communication, not technical, perspective, engaging audiences online with brand-aligned experiences that are intuitive and rewarding.
We approach digital from a communication, not technical, perspective, engaging audiences online with brand-aligned experiences that are intuitive and rewarding.
Your communication and marketing programmes should be driven by clear insights, engaging audiences towards the desired action.
Your communication and marketing programmes should be driven by clear insights, engaging audiences towards the desired action.
Multi-disciplined physical and digital experiences engage your audiences, reinforcing your brand and culture to drive perception, awareness and behaviours.
Multi-disciplined physical and digital experiences engage your audiences, reinforcing your brand and culture to drive perception, awareness and behaviours.
Good investor communication is much more than just reporting. A clearly communicated long-term investor brand helps you attract, grow and retain investors and capital.
Good investor communication is much more than just reporting. A clearly communicated long-term investor brand helps you attract, grow and retain investors and capital.
Blog Posts. Thought-leading insights.

Wellbeing - the new lens on business performance?

29 Sep 2020 by Mike Tisdall

On the very same day in 1876 that Alexander Graham Bell filed his patent for the telephone in Washington D.C., Elisha Gray filed his in Illinois. And a few years later, Briton Joseph Swan and American Thomas Edison...

wellbeing - the new lens on business performance? mike tisdall

on the very same day in 1876 that alexander graham bell filed his patent for the telephone in washington d.c., elisha gray filed his in illinois. and a few years later, briton joseph swan and american thomas edison independently patented the light bulb.

whether you put this down to synchronicity of consciousness or the fact that nothing lives in isolation long before parallel schools of thought arise, the result is fertile compost for similar ideas to manifest in slightly different ways.

our government has enshrined the notion of wellbeing through the living standards framework amongst other initiatives, and a new language that speaks to the ‘soft’ values of ‘purpose, balance and meaning.’ it’s the newest and broadest measure of roi. and government now expects these principles to be evident in all its agencies’ and ministries’ ways of going about their daily business. we’re now ‘woke’ to this ‘kinder’ way of living our lives.

interesting, too, that the dimension of time is part of the vernacular, with frequent references in government frameworks to ‘future wellbeing’ and ‘intergeneration outcomes’.

but it’s not just our government. wellbeing is now a thing in the workplace, the home, everywhere you look now in one form or other. consumers and investors are actively choosing companies looking after the wellbeing of their wider ecosystem. employees are looking for employers with social-conscience and a wider purpose beyond the numbers.

like edison’s lightbulb, random threads have become woven together from all sorts of sources and schools of thought to make wellbeing the thing it has become. a zeitgeist moment in our species’ evolution perhaps?

what we see in the governance of society is no different from the context in which it thrives.

parallels in corporate-land

the language may be different but the similarities are more than discernible. business is becoming more aware of its broader responsibilities too.

ever since the world flirted with ‘triple-bottom-line’ performance reporting, the gamut of what’s important for corporate behaviour has been ever-widening. sustainability reporting started with a prime environmental focus that became dominated by climate change as that threat became more prominent. then the dots started to join. some of us liked the wider definition of sustainability that included people, planet and profit. and then investors started joining the dots too - wanting to know about the longer term ramifications for companies they were putting money into. esg reporting (environmental, social, governance) became that audience’s self-interested wellbeing lens on much the same subject matter.

this was merely the reporting end of enlightened companies reframing their outlooks on corporate responsibility. it’s actually the thinking and caring that counts.

and then, the most holistic framework of them all – integrated reporting – appeared in 2013 and has grown and matured over the years to become recognised as the most encompassing, inclusive of all the other schools, and with the added elements of shared value creation over the long term, and asking for transparency around the impacts on the very capitals that a company employs in the first place (human, natural, social, manufactured, intellectual and financial).

meanwhile, over in the kitchen at the united nations, the cooks were brewing up the un sustainable development goals.

the threads were being interwoven.

bringing it all together

all of these developments are really a maturing and sophistication of the same principle – that long term wellbeing and prosperity come from looking after all aspects of life.

they all care about what’s best for people, minimising harm to the world that nurtures us, and the glue of social systems and relationships that hold it all together. and they recognise that finance is the oil that lubricates the wheels. all creating a future that’s sustainable and perpetual.

for canny business and savvy investors, it’s about more than just doing the right thing. they have come to learn that it’s also wise business in the long term. there’s more new language afoot: ‘non-financial’ factors are now being termed ‘pre-financial’. a lack of focus on wellbeing factors like exploited employees, unheeded communities or depleted natural resources will eventually impact financial viability. 

whatever the motivation, surely the common destiny justifies? a win/win/win?

whatever your motivation, at least you’re swimming with the tide. all the threads are coming together, whether you use the language of government, business, society or simply being human.

the more i work with integrated reporting, the more the principle of taking a holistic view of the wellbeing of your entire ecosystem resonates. we’ve seen numerous entities get to grips with integrated thinking in their organisations and helped them connect how all these aspects of their corporate wellbeing drive current and future performance. once cracked, the clarity, simplicity and elegant seamlessness that results from integrated thinking is awesome to behold. it’s a powerful blueprint for any human endeavour – not just business or government agencies. 

balance. harmony. forces of good.

personal, business and social wellbeing is a movement whose time has come. i wonder whether edison and bell would recognise this as recombinant conceptualisation, groupthink or just blame the ubiquity of the internet.

wellbeing, living standards framework, integrated thinking, integrated reporting

Designing for Government Agencies

29 Sep 2020 by Paul Saris

Insight Creative has been designing for clients in the Wellington market for over 25 years, working across hundreds of public sector projects from websites, brands, staff engagement and culture initiatives, marketing...

designing for government agencies paul saris

insight creative has been designing for clients in the wellington market for over 25 years, working across hundreds of public sector projects from websites, brands, staff engagement and culture initiatives, marketing campaigns, office fit-outs, installations, augmented reality, digital interactive projects and many more. we take a few minutes with paul saris, insight creative’s group account director to hear what he’s learnt in his ten years of working with government agencies.

who have you worked with?

who haven’t we worked with? i’d boldly claim we have done more government work than any other design agency in nz. kāinga ora, mbie, msd, ministry for women, culture and heritage, te puni kōkiri, health, ird, department of the prime minister and cabinet, foreign affairs, te papa, reserve bank of new zealand, transpower, internal affairs, nzta, nz post and many others. 

one of the big ones was cera in christchurch following the earthquakes. we delivered numerous identity projects, websites, campaigns and hundreds of pieces of communication collateral. i still feel really proud thinking about just how much we delivered and what a difference it made to our clients and to christchurch.

what do you most enjoy about doing work in the public sector?

the main thing is knowing that you’re working for the nation’s public good. commercial goals are all well-and-good but i’ve come to appreciate the difference we make in a greater sense. it feels good, knowing you’re making a difference to people’s lives, for today and for many years in the future. i also love the variety of projects that come through with government – from the simplest printed information brochures to really complex websites and identities, like the work we did with safe to talk.

are marketers and communications people in government agencies different from those in corporates? 

initially i thought public sector marketers were a different breed, but as time goes on i’m finding they are more the same than different, especially now as more of them move between government and private sector jobs. 

the main difference i see is how they engage in the process and involve their stakeholders. in the private sector, engagement is managed tightly, decisions are made faster and strongly underpinned by financial roi. in government, the rules of engagement appear more inclusive, allowing for deeper and broader consultation with many and varied stakeholders. success is often measured in a much broader sense, requiring marketers to have a much wider set of skills. 

what are the key things government agencies look for from their design agency?

the million dollar question. generally speaking, i find government agencies are risk averse, especially when it comes to things that may impact public perception. they look for credible agencies that can demonstrate capability, flexibility and a track record of delivery. what i hear most often is:

  • a well-resourced team who can adapt to our changing needs.
  • a good understanding of the challenges and scrutiny of working in the public sector.
  • able to work collaboratively with our other partners and in-house teams. 
  • robust processes, reporting tools and disciplines that allow good communications, decision-making and transparency.
  • good chemistry between the teams.
  • values and actions that align with those important to us. 

this last one is interesting and covers things like diversity and inclusiveness, wellbeing, a tikanga world view, collaboration, health and safety and many others.  

how do government clients judge value?

if there’s one thing that i think applies to all my clients, i’d say it’s delivering the results you said you would. 

it feels like procurement departments put a higher value on cost and risk management. whereas the marketing and communications teams themselves place more value on really good strategic and audience insights, engaging design, how easy you make it to work with you and how you help them manage their internal stakeholders and process. price is important for them too but it’s more about value for money, based on the results achieved, rather than hitting a certain price point.

how do you add value to your clients?

i look to add value by getting a really deep understanding of each client at both a professional and personal level. this means understanding what a government agency values, what’s important to them, how things get done, how decisions are made and how success is measured. by knowing this, i can spot opportunities to offer insights, suggest ideas and provide tools and support that’s right for them. stuff that’s valuable and tailored to them.

at a personal level, i work hard to build personal relationships. my clients are human, and like me, they want to know they are doing a good job, feel proud of their work and have a sense their efforts are recognised. i look for ways to help them feel exactly this and look good in front of their bosses and their peers. basically, i aim to add value by helping them achieve the things that are important to them as individuals.

can government work be creative?

many in the creative industry think they can’t be. i totally disagree. to me, creativity is about solving problems in ways that make personal and emotive connections with audiences. there are so many hugely creative projects that we’ve worked on with government clients that achieve this. off the top of my head: the 28th maori battalion website for ministry of culture and heritage. transpower’s office fit out. department of internal affairs wellbeing identity. the sport nz visual identity. the kāinga ora brand and many more.  

what’s your advice to anyone working with government? 

get to know your clients, respect their skills and knowledge and understand their aspirations. build relationships and help them manage the internal stakeholder processes and higher levels of accountability they operate under. do this well and they reward you with many meaningful, varied and highly creative projects. 

design, government, insight creative

Becoming who we are

01 Sep 2020 by Steven Giannoulis

With a name like Giannoulis, I’m clearly not your traditional Kiwi of British colonial lineage. But I don’t think I am any less Kiwi than the decendants of Tasman or Cook. Like them, I come from immigrants and...

becoming who we are steven giannoulis

with a name like giannoulis, i’m clearly not your traditional kiwi of british colonial lineage. but i don’t think i am any less kiwi than the decendants of tasman or cook. like them, i come from immigrants and it’s taken me a while to fully appreciate that my identity is shaped by both my past and my ideas of what it means to be kiwi. like me, new zealand has taken time to fully embrace our identity and the many aspects that have, and continue to, shape it. we finally are and that is a journey i’m pleased to be part of. 

my parents are from greece, moving from a small fishing village to the wellington suburbs a few years before i was born. when i started school i could speak greek but limited english. we didn’t have a tv then, so english was very much the foreign language in our house.

it therefore still sometimes confuses me when, filling in forms, i must identify as the european pakeha majority. after all i’ve spent most of my life feeling i was a minority. as a kid i just wanted to be ‘normal’ like my kiwi friends. from where i stood, we looked different, we spoke another language, we ate different foods and we had weird traditions. it’s no wonder, i spent many years rebelling against my greekness, wanting to embrace those symbols that would make me seem more kiwi.

it’s only been in the last 20 years that i have really accepted my greek heritage. my greek background has given me so much, like a passion for life, a deep sense of family and an appreciation for art and culture. being greek isn’t the curse i thought it was – something to hide and only bring out when it suited me. (like when i wanted mum and dad to pay for me to go party in santorini!) being greek is part of who i am and it allows me to bring a different perspective to work, to home and to life. my identity isn’t either/or – kiwi or greek – it’s a combination of both.

in many ways, my story is a metaphor for new zealand’s identity story. for many years we’ve known that many cultures, and in particular māori, make up our identity but we’ve left it there in the background, bringing it out only when it suited us to. we’ve always pushed forward the identity we thought we wanted to be, rather than the one we really were.

but this is changing

but this is changing as we realise that being british isn’t necessarily a true reflection of who we are. and it’s certainly not unique – 50 plus commonwealth countries attest to that. where british is a key ingredient in our identity, it’s our māori and pasifika stories that make it our own. and then there’s the hundreds of other flavours – greek, italian, south african, chinese, croatian, syrian, indian, dutch and many more – that really make our recipe special.

as a nation we’re embracing diversity and our unique identity, especially the māori element of it, and we are seeing more and more of it on our screens, in our schools, sports, arts and way of thinking. i love that it’s part of who i am as a kiwi. in fact, i feel more cultural connection to this than any british culture, rooted in a land i’ve only visited a couple of times. i enjoy being greeted with kia ora and seeing tikanga principles embraced in our everyday society. my personal favourite is manaakitanga, probably because it aligns so closely with the greek philosophy of philoxenia that i grew up with. 

through our brand and communications work, we are seeing more clients, especially government departments, embrace this more inclusive kiwi identity. it’s an identity that reflects their customers, their communities and their workforce. the fact they are recognising that kiwi culture is changing, and they need to change with it, is a good thing. what i’m finding difficult, however, is the attempt to be something they are not.

as in my own journey, you must understand how culture is part of how you think and act before you can publicly embrace it. adding a māori name, or adding some te reo words to your website, doesn’t change who you are, how you think or how you act. i’ve worked with a number of clients recently who tried to do just this. our philosophy is that brands work best from the inside out, expressing who you really are rather than how you want others to see you.

my advice to clients

my advice to these clients is to grow into their identity, finding ways to make a diverse culture part of who they are first, before starting to express it externally. there are many ways to do this and each organisation’s journey is different. find ways to identify, acknowledge and celebrate the many cultures that make up your identity. actively ask staff about the cultural barriers they see and find ways to address them. review staff benefits, like leave entitlements, accommodating different religions and cultures. offer cultural training, appreciation and support to those who most want it. make iwi connections and use specialist partners to help you on your journey.

at insight creative, we share our many cultures through regular team stories and food. but only one of our 25 staff has a māori connection so we’re on a journey to better appreciate the māori way of seeing things. we share a daily māori word; we bring people in to help us understand and apply key māori world concepts; and we make a point of celebrating matariki and māori language week in ways that grow our understanding. as a result, we are seeing more te reo in our everyday communications and kotahitanga as a core idea in how our team culture develops. already our growing knowledge and appreciation, together with our specialist mana whenua partner support, is coming through in the quality of thinking and design we are delivering to clients.

personally, i’m enjoying this identity journey and the increased confidence to explore and learn. the next step in my journey is to study pasifika and asian cultures further. they’ve made a significant contribution to who we are and they’ll play an even bigger role as our place in the asia-pacific region evolves. and maybe then i’ll also go back to my own greek origins, seeking to find new insights and inspiration. after all, we’re always on the journey of becoming who we are.

identity, new zealand, inside out branding, insight creative
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