EXPERIENCE
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If you know what big looks like, you know how to get there.
If you don’t, that’s where we come in. Strategy and identity to help you scale with confidence.
NOVO NORDISK pharma
When you’re not yet #1, you reframe the leader
— and redefine the game
Sometimes your product is stronger in almost every way. And it still loses. That’s what happened with Levemir, a next-generation diabetes treatment from Novo Nordisk. It outperformed the market leader on nearly every dimension that mattered to doctors and patients — except one.
Duration.
Not by much. But enough to fall short of the magic phrase the market had already been trained to value: once-daily injection. That standard had been set by the first drug to market — and once an idea sticks, it’s hard to unstick it.
So even with better performance, a better safety profile, and more patient flexibility, Levemir was framed as “the one that's doesn't last as long.” And that’s what people remembered.
The shift
We realised this wasn’t just a product positioning problem. It was a mental model problem. The market had been conditioned to trade off everything else for convenience. To win, Levemir didn’t just need to explain what it was — it needed to reframe how people think about value in diabetes care.
So we built the brand around a single, powerful symbol: the ampersand.
The idea
With Levemir, it wasn’t about choosing between stability or flexibility. It wasn’t between safety or efficacy. It was and.
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And. And. And. And.
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In every channel, every asset, and every visual — the brand said one thing: you don’t have to trade off. Not anymore.
The result
In the final four years before the patent expired, Levemir reversed its trajectory and became a key revenue driver. Not by shouting louder. But by shifting the narrative. By helping the market see that the standard they’d accepted... was no longer the best they could expect.
Takeaway
Sometimes the biggest barrier isn’t your product.
It’s the story the market has already decided to believe.
Change that — and everything moves.
Although Levemir was a global brand, the campaign was primarily developed for the US, where direct-to-consumer advertising is allowed.
However, we applied the same thinking to prescribers and insurers — treating them as emotionally driven decision-makers, not just clinical evaluators. The shift away from dry, technical messaging was a welcome change — and a key part of the brand’s resonance worldwide.
british airways
Helping 40,000 employees reconnect with why they matter
The Situation
After decades of cost-cutting and operational pressure, British Airways had become efficient — but impersonal. Behind the scenes, many employees felt passengers were treated more like numbers than people.
And while BA still claimed its seat among the world’s top airlines, the cultural gap between its heritage and its present had quietly widened.
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Meanwhile, competition from Asian and Middle Eastern carriers was intensifying. These airlines led with natural hospitality, grace, and a deep-rooted service culture. BA couldn’t — and shouldn’t — try to compete on those terms. But it knew something had to change.
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The Catalyst
As part of a bold repositioning effort, BA rediscovered a long-forgotten motto from its early years:
To Fly. To Serve.
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It was elegant, powerful — and risky.
Because in reality, most of the 40,000+ employees no longer knew what “to serve” even meant.
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With only four months to go before a global brand launch, British Airways asked us to help give that phrase real meaning again — not just for passengers, but for every crew member, engineer, call centre rep, and manager across the organisation.
​The Shift
We didn’t invent anything. Instead, we uncovered what had always been there. The internal campaign "Join the Conversation" was about collecting powerful stories from BA's past through interviews, workshops, and deep listening across departments. Examples of service done properly, promises kept, problems solved, people treated like individuals. Not flashy. Not faked. But thoughtful, understated, caring and distinctly British.
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The insight? British Airways didn’t need to mimic the Emirates or Singapores of the world. It had its own service culture. It had just forgotten how to see it.
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The Activation and Embedding
We used those stories to define what “To Serve” really meant — in British Airways terms. Then we rolled it out globally through internal workshops, brand sessions, and leadership engagement.
It wasn’t about slogans. It was about making people proud again. Reconnecting thousands of employees with what they once stood for — and could stand for again.
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The Result
The launch didn’t just hit media milestones. It sparked belief. Employees felt seen, re-engaged, and re-committed to the brand.
It gave them more than a new campaign.
It gave them a reason to believe again — and passengers noticed the difference.
Takeaway
Culture isn’t built by telling people who to be. It’s built by showing them who they already are — at their best.
BKW Switzerland
Aligning 3,000 people by
Turning risk-aversion into shared vision and ownership
The Challenge
For decades, BKW operated in a closed, state-owned Swiss market with no competition. Then came full deregulation. Foreign providers could now enter. Electricity, already a low-interest product, risked becoming a pure price game.
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BKW faced a choice: transform into a brand customers actively choose — or become an invisible infrastructure provider for foreign competitors.
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Our Approach
We made it clear this wasn’t a marketing issue — it was an organisational one. The board agreed. We started with 1:1 interviews and cross-functional workshops that brought silos together for the first time. We didn’t push a vision — we built one with them.
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The Brand Strategy
We anchored the brand in real strengths:
– A wide service portfolio to become a one-stop shop
– Swiss-level innovation and precision, made approachable
– Clear, consistent communication that connected with both customers and employees
The brand was a tool to align the entire company — not just a new look.
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​The Launch
By the time the brand launched at BKW’s Top 500 Day, most employees already knew it. They had helped create it. Questions from the stage were answered with confidence — because everything had a reason. Nothing was arbitrary.
​The Visual Identity
To support the brand’s shift from utility provider to customer-focused partner, we developed a complete corporate identity system — far from the traditional, technical look of the sector.
Instead of polished corporate imagery, we focused on people and clarity.
Hand-drawn illustrations created a human, flexible aesthetic that allowed BKW to communicate complex ideas in a simple way. And they empowered internal teams to create on-brand materials without having to rely on expensive photo shoots or external production.
The result was a brand identity that felt level, fresh, pragmatic, and approachable — just like the company was becoming.
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The Result
Instead of needing to push brand adoption, we created pull. Teams from every corner of the company reached out, wanting to understand how they could live the new brand. A shared language emerged. Pride returned. And collaboration got easier.
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Takeaway
When people help shape the brand, it doesn’t need to be sold.
They carry it — naturally.
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