Argyll culture & strategy leadership off-site faciliation
What they needed: A pivotal reset for the senior leadership team: to define the culture Argyll needs for the future and to translate ambitious strategy into clear, actionable plans.
What we delivered: A two-day offsite to redefine culture: purpose, values, behaviours, and leadership role-modelling; and strategy - translating priorities into OKRs using an outside-in and future-back perspective.
Result: Leadership alignment on culture and strategy with OKRs clear action plan to implement and a narrative to communicate to employees, investors and other stakeholders.
Client: Argyll
Project: Culture & Strategy Leadership Off-site | September 2025
What they needed: A reset for the senior leadership team following re-investment: to define the culture Argyll needs for the future and to translate ambitious strategy into clear, actionable plans.
What we delivered: A two-day offsite to redefine culture: purpose, values, behaviours, and leadership role-modelling; and strategy - translating priorities into OKRs using an outside-in and future-back perspective.
Result: Leadership alignment on culture and strategy with OKRs clear action plan to implement and a narrative to communicate to employees, investors and other stakeholders.
Argyll - Leadership Off-site, City of London
The Context
Argyll provides some of London’s most prestigious office spaces, curating premium work environments for small, high-powered teams. Following re-investment, changes to the leadership team and with ambitious growth plans, the business reached a pivotal moment.
Purpose and values had recently been refreshed but weren’t well understood or embedded. Leaders need to intentionally design the culture and how to communicate that shift. Strategic Priorities had been set, but leaders needed to align behind the 5-year ambition and develop Objectives and Key Results (OKRs) alongside and an action plan.
Objectives
Reconnect as a senior team and strengthen trust, collaboration, and accountability.
Align on Argyll’s purpose, vision, and values and create a behavioural framework to lift values off the page and into everyday actions.
Explore and agree how leaders role-model the values and behaviours, including communications, decision-making, feedback and psychological safety.
Translate the Five-Year Plan into clear priorities, actions, and measures of success.
Plan how to communicate and embed both across the business.
Discovery & Design:
We began by gaining a deep understanding of the business, where it is now, its ambitions and challenges. We conducted one-to-one interviews with leaders, analysis of employee engagement feedback, and alignment meetings with the COO and People Director.
Key design principles:
Systemic Team Coaching: using outside-in, future-back perspectives to frame strategy.
Action-focused: every discussion needed to result in tangible outputs, not just talk.
Interactive and engaging: a blend of reflection, discussion, and group exercises to keep energy high.
Slides and facilitation tools were designed to provide variety and focus
Argyll - Leadership Team Away Day
Delivery:
10 leaders gathered in the City of London for 2 days.
Day 1 focused on creating the culture Argyll needs for the future.
Purpose & Values: Leaders reconnected to Argyll’s purpose and revisited its four core values. They affirmed the values were right but needed to be lived more consistently.
Behaviours: Through group exercises, the team defined observable behaviours - the actions that bring values to life. This became the foundation of a behavioural framework to embed in recruitment, performance management, and recognition.
Rituals & routines: The group co-designed cultural rituals, routines and ceremonies, the small, consistent ways they work together, communicate, and celebrate.
Leadership role-modelling - reflecting and defining how they show up as leaders to create the culture they want to see.
Cultural narrative: The day closed with the team drafting a unifying story to communicate the cultural shift across the organisation.
Day 2 shifted to strategy, applying systemic team coaching techniques.
Stakeholders & horizon scan: Using outside-in and future-back perspectives, the team mapped stakeholder needs (clients, investors, employees, communities) and horizon risks (AI, ESG, working patterns, economic change).
Strategic pillars: They identified four pillars that would guide decisions and actions for the next five years.
OKRs: For each pillar, the team created Objectives and Key Results, with clear accountability and milestones.
Roadmap: Actions were staged into a plan, ensuring both short-term wins and long-term transformation.
Strategic narrative: Crafting a compelling story to translate the strategy from bullet points to something that would connect with the hearts and minds of employees, investors and other stakeholders.
Outcomes & Achievements
A shared strategic narrative — a story of cultural and strategic ambition.
A behavioural framework linking values to specific, observable actions.
Cultural rituals and routines for meetings, recognition, and communication.
A set of OKRs across four pillars (People, Place, Processes, Product), with leads, collaborators, milestones, and timeframes.
A staged roadmap and action plan
Renewed alignment and engagement across the leadership team.