Give people a real challenge and development changes. The stakeholders are real. The evidence is incomplete. Teams disagree. Assumptions get tested. Something is at stake. That is where leadership gets practised.
We use unresolved organisational challenges as developmental practice fields. The work might involve strategy, innovation, transformation, operating models, customer problems or a cross-enterprise issue.
The challenge is not bolted onto the programme at the end. It becomes part of how people learn throughout it.
Depending on the challenge, we may add stakeholder inquiry, coaching, peer challenge, faculty perspectives, design and innovation methods, simulations, experimentation, reflection on team dynamics, senior-leader reviews, pitches and decision points.
The business work creates the heat. The development helps people learn from it.
Dentsu — cross-business teams created new revenue streams, pitched to the Board and built supported ideas into real business models.
AAK — senior leaders investigated an unresolved enterprise tension and helped develop operating principles.
KFAS — company teams spent four months advancing real innovation challenges supported by coaching, customer inquiry and experimentation.
Flutter — Human Challenges run through Play Bigger, asking participants to convert learning into enterprise choices and commitments.
Selected client stories: Dentsu · AAK · KFAS · Flutter · Panasonic
We can help turn consequential work into a powerful developmental experience.