Applicable strategy workshop faciliation
What they needed: To step back and build a strategy for the next 3-5 years, to reconnect with their customers’ needs and how those are changing, set priorities and an action plan, and agree on how they work together as a leadership team.
What we delivered: A two-day strategy off-site that combined outside-in market thinking with future thinking, defining a 12–24 month roadmap, making decisions, and translating strategic direction into agreed priorities, OKRs and ownership.
Result: Stronger leadership alignment, defined strategic priorities and a stronger more aligned leadership team.
Client: Applicable
Project: Strategy Workshop for Leadership Team | February 2026
What they needed: To step back and build a strategy for the next 3–5 years, reconnect with changing customer needs, set clear priorities and actions, and align as a leadership team around how they work together.
What we delivered: A two-day strategy off-site that combined outside-in market thinking with future thinking, defining a 12–24 month roadmap, making decisions, and translating strategic direction into agreed priorities, OKRs and ownership.
Result: Stronger leadership alignment, defined strategic priorities and a stronger more aligned leadership team.
Applicable - Strategy Workshop Faciliation
The Context
Applicable is an independent IT service provider founded about 25 years ago. The leadership team approached me because they needed to reset their strategy for growth, make some hard decisions about focus and priorities, increase revenue, and align around a clear sense of direction. In particular, to:
Create a shared understanding of the strategic direction and priorities.
Agree on a clear action plan for the next 12–24 months
Make choices about focus, investment and priorities
Explore how to articulate the strategy to the wider business and inspire and motivate the team.
Reconnect as a senior team and strengthen trust, collaboration, and accountability.
They needed an independent facilitator who could create structure, surface tensions constructively, and help the team move from discussion to decision.
Discovery & Design:
We began by gaining a deep understanding of the business so the design of the workshop could be tailored not only to achieve their objectives but to work for the audience. We conducted one-to-one interviews with leaders, analysed employee engagement feedback, and looked at internal documents and exisiting strategy.
Applicable - Strategy Workshop Facillitation
Delivery:
The two-day off-site was designed to move from big-picture alignment to a practical plan.
Day One began by reconnecting with why the business exists and who it serves. We explored partner and end-customer challenges and pressures, what is changing in their world, and what they most value about Applicable. This outside-in perspective brought the conversation back to the customers they serve.
We then shifted to look to the future, scanning market signals and exploring what the business will need to become over the next 3–5 years
From there, we looked at what the business needs to be truly excellent at to deliver that value: capabilities, product focus, sales priorities and resource allocation.
Day Two shifted from the wider picture to focusing on strategic pillars, OKRs and ownership, and clarified governance rhythm and decision-making. The aim was to ensure ambition translated into disciplined execution with clear roles and accountability.
We framed a narrative around this new strategy that could be communicated internally to motivate and inspire the team around a shared sense of direction and goals.
We also spent time on how the leadership team works together: decision clarity, roles, and creating a stronger rhythm for review and challenge.
Outcomes & Achievements
A sharpened articulation of purpose and value, connected to partner and end-user needs
Clarity on product direction and near-term priorities
Agreed 12–24 month strategic focus areas linked to measurable objectives
Greater transparency on revenue flows and commercial dependencies
Clear ownership across priorities rather than assumed responsibility
A more honest and aligned leadership team
Space to challenge assumptions and make clearer choices together
Planning a leadership event or off-site
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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.