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Staff members from various sub-agencies were brought together by a successful bid for funds to generate a nationwide training scheme for staff development. Conflicting demands between existing work-commitment and the new range of skill-commitment demanded by the project imposed a threat to the success of the project. A facilitated workshop provided the platform for members of the team to foster ownership of the project.

A company faced changes that required, amongst others, an examination of the effectiveness of a key service within the company. Imposed external changes dictated that some new options needed to be considered and their benefits and weaknesses assessed against each other as well as against the current strategy. The modelling processes resulted in raising the decision makers' awareness of the merits of the different choices under evaluation and allowed the group to reach a consensus solution.


The increasing demand on a company division that provides customer support (both internally and externally) rendered the current strategy ineffective. A rapid increase in customer volume and the introduction of new support schemes meant that the current team structures were unable to cope with demand. Through a facilitated process, the re-structuring of collective activities within that division was achieved. Subsequent team building sessions helped the group to implement a new strategy.

A director with major shares in a company felt that it was time to re-evaluate his personal involvement and position in the company. A series of one-to-one sessions with a facilitator helped him to explore concerns within and beyond the work environment, which included his family life and other interests. He was able to identify factors which he felt would significantly affect his decision and to see how different aspects of his life influenced his thinking. With the assistance of the facilitator he also assessed the possible consequences of his action and finally, drew out a plan that he felt would satisfy his own needs as well as the needs of the organisation.


Changes in organisational structure posed difficulties for an I.T. department. Management of the transition period, that was to last for 6 months, was required. During this period, the department was also to undergo market testing with the objective of examining the viability of handing over I.T. responsibilities to an outside agency. A scenario planning session which looked at various possible ways of moving forward helped the group to make interim decisions that allowed them to continue to provide a service whilst at the same time complying with the restrictions imposed by work conditions.

At the beginning of their financial year, a public transport company faced a major decision regarding the various premises that housed their training facilities. In order to comply with health and safety regulations, many of the buildings required differing degrees of renovation. This was to be judged against a limited amount of resources. A facilitated session helped the group to assess the benefits of each building given differing levels of cost. Consequently, the group developed a priority listing based on a cost-to-benefit ratio that provided the structure for a new strategy plan.

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