Each and every week the Square Holes team are deep in the bowels of a number of projects, working to mine all of the insights that we can to help grow businesses and support thriving cities.

These insights are used by businesses and organisations to innovate their offerings, move into new markets, track their impact and hone their products and output. Each week we will be sharing a broad insight that we have learnt for you to use in your own work.

Let us know what you find valuable!

Jason: Owning the problem

Even with all the talk about climate change, behaviour change remains painfully slow. The biggest issue isn’t laziness, it’s deflection. Humans are remarkably good at rationalising inaction, even in the face of overwhelming evidence of environmental degradation and future risk. The youth won’t save us. History tells us this. Waiting for the next generation to fix it, or blaming those who came before, is a comforting illusion, a way to outsource responsibility rather than own it.

From a government perspective, real progress comes from making good behaviour the default: regulate, incentivise and design systems that make sustainability the easiest choice, not the hardest. From a corporate perspective, it’s about recognising that what’s good for the planet is often good for business: efficiency, innovation and long-term survival. The real challenge sits with small and medium-sized businesses, often too busy keeping the lights on to prioritise sustainability. Yet if we continue to defer action, to deflect rather than own, the problems we ignore today will become the crises that own us tomorrow.

Dylan: Onlyness as a statement

This week, I’ve been reading about the concept of the brand onlyness statement. It’s essentially a focused statement that defines what makes a brand truly unique – answering the what, how, who, where, why, and when behind what you do.

Here’s a general idea of the structure…

(company name) is the only (type of company or product) that (unique product or service you provide) for (target audience) in (geographic region or market) who wants to (customer’s emotional motivation) during a time of (increasing or decreasing cultural trend)

Different to a mission statement, an onlyness statement is not meant for public use, rather an internal guide to clarify a brand’s distinct position. Its ability to help pinpoint exactly why a brand is the only one of its kind in its space felt like an extremely useful marketing tool (and one worth sharing), helping to provide the foundation for stronger differentiation and brand identity.

Mahalia: The thrill of local

Aging, among other things, has really helped me to appreciate the thrill of buying local. The pandemic helped to spotlight how large conglomerates like Amazon and Coles/ Woolworths continue to profit off both their customers and workers while everyone else struggles, shopping small became a necessity in the face of unfeeling giants. The care, craftsmanship, and quality that you get from your local fruit and veg stand or from local small business far exceeds what mass produced junk supplied by faceless multinationals.

Think your business or organisation could do with some insights? Contact us here.