A Practical Approach.jpg

We react to every challenge in the same way.

  • We do what’s needed to understand the problem or opportunity we’re applying ourself to?

  • From then on we work to understand the landscape - gathering every piece of information we can.

  • We aren’t just interested in the immediate area but anything adjacent that will have an impact.

  • We collect information and ask questions - lots of them.

  • Alongside this we develop a rigorous framework

  • The framework, as it evolves, will allow everyone to see the whole picture.


We’ve rapidly understanding the information terrain

  • We spot the important patterns in the information.

  • We’ve become used to scanning the challenge as a system through the information.

  • We identify the gaps and the incredible wealth of knowledge that exists in most cases.

  • Because we’re visual thinkers we extract the gems/clues - rather like detective work.


Bringing much needed understanding through conversation

  • Many strategies and change programs fail through lack of understanding and confidence.

  • We build an understanding through a meaningful and emerging architecture of thought and knowledge.

  • Asking new and better questions is much easier when everyone can see the ‘architecture’ as it grows.

  • Throughout our assignments we are identifying the right conversations to have.

  • Understanding and engagement grows through this kind of structured conversation.

  • This gives the teams the confidence to sustain the entire program


Creating sustained results

  • Whatever the challenge their will be comprehensive deliverables at each stage.

  • However, for most stakeholders there’s little time available ploughing thorough documents. They often don’t read them.

  • We build a story of each stage and supplement that with the data trail if and as needed.

  • But we prefer to create large scale visuals. Because we know the brain works better that way round.

  • And from these we create interactive storytelling systems and other systems to sustain the value of the program.


Keeping the team connected

  • Everyone working on the program will be subject to change and shifting priorities.

  • In this day and age there are many ways for people to stay connected - but this brings its own challenges.

  • We assume that we can create the right teams and some appropriate principles for working together.

  • With agreed protocols for staying in touch we can be sure to keep the momentum around the pre-agreed actions.

  • We will use extensive communication strategies where possible to make sure everyone is kept in touch and the stories get out there.