Experiencing today who we will be tomorrow
The challenges you may be facing
“How to mobilise everyone on our strategy and boost our transformation?”
“How to inoculate collective intelligence in the company culture?”
Create the critical mass and the emotional tipping point to move your organisation forward.
From 30 to 700 people.
1 to 3-day forums, preceded by up to 3 months of preparation tools and methods: Collective Intelligence, Art of Hosting, Hackathons, Lean Start-up methodology, Open Forums, Late Nite Art, Mindfulness, sport, and key notes.
“How it is organised…”
“How it is organized..”
Transforming an organisation requires creating critical mass. By using Collective Intelligence and Agile inspired tools and approaches, we create a 1-3 three day forum that delivers concrete results. Using our experience of hundreds of events we have organised over the past 10 years, we bringing together anywhere from 50 to 800 participants who engage in meaningful and generative conversations, they learn from each other and generate a shared understanding of their challenges. It then becomes possible to do massive coordinated parallel work streams that can save 6 months of meetings time.
How we work
The ingredients for success are an early buy-in and preparation of top management, to align themselves, prepare for their supporting role in empowering their managers during the event, and planning the next steps to move forward on the outputs of the event, before the event.
Multinational construction company
The new CEO of this billion euro subsidiary of a large construction company had his hands full. After one year of setting in motion his new strategy, getting the cautious buy-in of his management committee, and sharing with them the virtues of Servant Leadership, he worried that people were not “getting it”. The new strategy required that business lines and countries work together in a new manner in order to create value, moving away from a products only company to service company that was truly customer centric. He saw no cross-entity initiatives and and the same command-control mentality that is often found in this type of industry. His annual event was coming up and he wanted to do things differently.
Fabric began with an online survey of future participants to help the CEO and especially the management committee what was the state of mind and expectations of their managers. The initial debrief of this event created a common alignment amongst the executive team and allowed them to meet the participants concerns. The management committee became aware of its need to support initiatives coming from their managers and change their posture.
The 2-day forum of 230 participants had only 60 minutes of plenary presentations. The rest of the time was spent in collaborative workshops to gain a shared understanding, identify challenges and do problem solving. Top management was present in the room and actively supporting by removing roadblocks identified by participants.
• Full buy-in of the transformation programme by 95% of participants, as demonstrated by a survey after the event
• The creating of 8 workstreams which identified concrete actions before leaving the forum, 6 of which were still meeting 4 months later
• The beginning of the transformation of the management committee who subsequently undertook a team coaching with Fabric to help them through a new way of working together
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