VAUGHAN BRODERICK
Your strategy sessions are producing polished versions of ideas you already had. The problem isn’t your team — it’s the format. M. Azeem Sahir, LEGO® Serious Play® facilitator and human capital specialist, explains why physical engagement unlocks the creative thinking that slides and whiteboards can’t, and what happens when you ask people to break what they’ve built.
Fonterra’s Global Regulatory, Response & Services leaders took part in a four‑hour, immersive design thinking workshop. They left with practical tools and a new weekly reflection ritual to keep deeper, design‑led questioning alive in their day‑to‑day work.
For the Scott Base Redevelopment, we helped Antarctica New Zealand prototype new accommodation and dining spaces at full scale. In a four‑hour session, the team walked through life‑size mock‑ups, resolved design tensions and agreed refinements before final designs were commissioned.
With staff growth and restructuring underway, Canterbury Civil Defence needed stronger shared foundations. Through a two‑day strategy workshop, we helped the team agree a clear purpose, vision and values, surface key challenges and bright spots, and set practical next steps for how they work together.
Brackenridge’s Practice Leadership team was stretched across more than 40 services. Through a focused, human‑centred strategy sprint, we co‑designed a new Practice Leadership strategy and toolkit that helps the team target support where it’s needed most and deploy their limited capacity with confidence.
We worked with young people, support workers and whānau to re‑imagine traditional life story books as a simple app. Through research, co‑design and real‑world pilots, we created a life story tool that preserves important moments, builds trust and supports more human‑centred care.
New Zealand Young Farmers wanted to turn deep member insight into clearer, more compelling offerings. Through a focused value proposition workshop, Sara and her team clarified key member needs, designed three tailored value propositions and left with a practical roadmap for what to do next.
New Zealand Young Farmers knew past success wouldn’t guarantee their future. By investing in deep member research, personas and a clear experience journey, Lynda and her team gained the insight and confidence they needed to focus on what matters most and future‑proof the organisation.
The product was ready. The patients wanted it. And then the people nobody had mapped killed it in weeks. Strategy, sustainability and culture specialist Eliza Turnbull on the three things standing between your good idea and the people who will stop it – and what to do before it happens.
Most organisations don’t have a research problem. They have a research-to-action problem. The insights exist. They just never make it into the decisions that matter.
Julie Francis has spent decades helping organisations like Spotify, Walmart, and Meta close that gap. In this conversation, she shares what separates research that changes direction from research that sits in a folder – and why the most important insights are almost never found in the data.
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