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Do you ever find yourself struggling to navigate the uncertain future of your organization? Are you looking for a way to steer your small or medium-sized enterprise (SME) or nonprofit towards long-term success? Business Meeting Strategic planning workshop might just be the missing piece of the puzzle. But here's the catch: many leaders and board members often fear the strategic planning process (and the workshop part), hesitating to embark on this transformative journey. In this article, we will explore the importance of having a strategic planning framework and why executives and board members should embrace it, pose thought-provoking questions you need to consider, and shed light on the role of a facilitator. So, are you ready to unlock the potential of strategic planning? What’s the difference between a strategic planning process and strategic planning workshop? Strategic planning and a strategic planning workshop are related concepts but have distinct differences in their scope and purpose. In my previous article," Leadership and Strategic Planning: Why Leaders Must Be Involved") I shared my definition of the strategic planning: Strategic planning is an ongoing process of defining organizational direction, long-term goals, creating specific plans, implementing those plans, and evaluating results. It involves a series of steps such as (1) environmental analysis, (2) visioning, goal setting, (3) strategy formulation, (4) implementation, and (5) evaluation. A strategic planning workshop, on the other hand, is a focused and time-bound event within the strategic planning process. It is a facilitated session or series of sessions designed to turbocharge the strategic planning process so that the key elements of the process can take days as opposed to months. Strategic planning workshop is about bringing the key stakeholders together to actively involve in the planning and decision making process. The workshop provides a structured environment where participants engage in collaborative discussions, brainstorming, and problem-solving to develop or refine the organization's strategic plan. Strategic Planning Workshop The workshop is the heart of the strategic planning process and it can cover anything from environmental analysis, visioning, goals settings, strategy formulation and implementation plan. The workshop is also a great way to shorten the time for strategy development from months to even days! When its well facilitated, it provides not only a well defined strategic plan but also stimulates creativity, align perspectives, and foster consensus among participants and helps to bridge gaps between various stakeholders by exchanging ideas, evaluating options, fostering inclusive solutions, generating understanding and high energy. Strategic planning workshop should energize you and the stakeholders involved. Why leaders or board members often fear strategic planning? Here are 4 reasons Why Leaders and Board Members Often Fear Strategic Planning: 1. Previous experiences: Starboard Leadership says in this article : "Too often the last planning process took too long, involved way too many meetings, and resulted in a plan that has been sitting on the shelf ever since. So, strategic planning gets postponed: “We’ve got a lot on our plates right now. Let’s talk about that after the new year.” Moreover, some organizations managed to build the plan but then everything changed because they assumptions were no longer valid hence they became disillusioned about the power of strategic planning. 2. Fear of the unknown: the strategic planning can be daunting, especially for those who have never been through it before. Uncertainty about the outcomes and the potential disruption to the status quo can create resistance. 3. Time and resource constraints: executives and board members often have busy schedules and limited resources. They may perceive strategic planning as an additional burden that takes them away from their day-to-day responsibilities. 4. Resistance to change: strategic planning often involves making tough decisions, challenging existing practices, and embracing change. Some leaders and board members may resist these changes due to fear of failure or resistance from stakeholders. In spite of any reasons for putting strategic planning off, the responsibility still lies with you to implement a planning process that provides the organization with a plan they will want to use and embrace to fulfill their mission, achieve their vision by delivering a clear value proposition to their shareholders, customers and employees. Who can wildly benefit from the strategic planning? Here are some key stakeholders who can benefit from participating in a strategic planning: Senior Leadership Team: The senior leadership team plays a vital role in the strategic direction of the organization. By participating in a strategic planning workshop, they gain insights into the current state of the organization, identify future opportunities and challenges, and collaborate on defining the strategic goals and priorities. The workshop enables them to align their vision, set strategic objectives, and develop a shared understanding of the organization's direction.The process can build resilient teams and connections, breaking down departmental “silos” and prompting the leadership tea, or the board and staff to work together to look beyond immediate needs and develop strategies to succeed in an uncertain future. Managers: Departmental managers are responsible for translating the organization's strategic objectives into actionable plans within their respective departments. A strategic planning workshop provides them with a clear understanding of the organization's overall strategy, enabling them to align their departmental goals and initiatives accordingly. They can contribute their expertise and insights during the workshop to ensure their department's objectives are in line with the broader organizational strategy. Cross-Functional Teams: Involving cross-functional teams in a strategic planning workshop ensures diverse perspectives and expertise are represented. These teams can contribute their unique insights and knowledge, helping to identify potential challenges and opportunities from different areas of the organization. By participating in the workshop, cross-functional teams can collaborate on developing strategies and action plans that promote coordination and synergy across departments. Frontline Employees: Frontline employees are the ones responsible for executing the organization's strategy on a day-to-day basis. Involving them in a strategic planning workshop empowers them to contribute their insights and ideas, fostering a sense of ownership and engagement. By understanding the strategic goals and the rationale behind them, frontline employees can align their work with the organization's strategic objectives and contribute to their successful implementation. Board Members and Stakeholders: Board members and external stakeholders, such as investors, partners, and customers, can benefit from participating in strategic planning workshops. Their involvement ensures their perspectives are considered, and they have a say in shaping the organization's future direction. By actively participating in the workshop, they can provide valuable input, contribute to decision-making, and gain a deeper understanding of the strategic priorities and actions being undertaken. For the Board members, agreeing on vision and priorities will lead to a more vibrant and satisfying board life, with clearer roles and responsibilities, more productive meetings, stronger recruitment and increased engagement. All levels of the organization can benefit from the strategic planning process. You might even resolve those “elephants in the room” issues. Overall, a strategic planning workshop is designed to engage a wide range of stakeholders, fostering collaboration, alignment, and shared ownership of the organization's strategic goals. It creates a platform for diverse perspectives to come together, enabling participants to contribute their expertise, drive innovation, and ultimately enhance the organization's strategic outcomes. When is the right time to engage in a strategic planning process? Planning can be delayed for many reasons: “It's too busy right now”,”It will be helpful if we add a few more members to the team or board before we begin planning”, “Our new team members or board members or executives need time to get up to speed”, “Political reasons: what can we expect from the Governor, the legislature, the budget negotiations, etc.” - as shared by the Starboard Leadership. However, It is your responsibility as a leader to develop and implement strategies and methods of working that will help to realize the company's vision for shareholders, customers, and employees. So, waiting for the perfect moment is impractical as distractions and external factors will persist, but postponing planning leaves your organization susceptible to these forces instead of proactively shaping your own future. What are the most common reasons to hold a strategic planning workshop? Why do you want strategic planning? It takes a lot of energy to create a strategic plan, hence a facilitator like myself needs to know the real reason to amplify the benefits. Internal needs: We have accomplished our plan and need a new one The company has grown and we have a lot of new staff The company has shrunk and the whole group needs to refocus The budget is reduced or expanded There is a new board member or CEO The organization has a new mandate and we have to get everyone operating in the same way We need a new way of operation External reasons: New funding rules or government mandates Changing demographics or the region A new political situation that impacts the existence of the organization What is the desired outcomes? What will we need to have, or have achieved, for you to say that this was a success? What is the ultimate result you are trying to achieve? What are the expectations of all stakeholders, since they may differ. How much trust exists between the various levels in the organization? Answers to these questions above will impact how much participation is required and who should be involved? Is this for the board and the leadership group to set up the strategic directions, shall we involve key stakeholders, on what basis, etc? Or is it a tier two scenario where the manager wants to create for their function a set of clear 1 year goals and an operational plan for their function? How will this impact the scope and the level of details required Is the leadership team already anticipating some initiatives or structural changes? Are we supposed to review the mission and values or don't we need to do it? What issues or questions do you want to make sure we address along the way? In order to get answers to these questions, we always interview not just the sponsor but also everyone else or most people who attend the workshop. We even run short surveys. How much stakeholder involvement would you like to have? I often advise who can be involved but it is the leadership team or my sponsor whom I am working with to put this together who makes these types of decisions. However, remember that involving as many potential stakeholders as possible increases the value of your plan. This can also lead to greater implementation help from your partners, clients, and other stakeholders. Will this be led internally? If so, who? Or externally Here's the truth: If your organization has assigned you (or your department, a colleague) with creating a strategic plan and reporting back to the leadership team upon completion - stop right now! (!) A successful strategic plan must prioritize organizational buy-in, which means early involvement from the leadership and cross pollination of ideas between different departments. For this reasons, it needs to be led by someone who is neutral and has no vested interest in the outcome of conversations; this major player who is crucial to its success is the facilitator. A facilitator's role is to ensure that the right processes are used with the right approach so that the organization can execute on its strategy. I have worked both, as an internal facilitator for a large energy company and an external one and there are benefits and challenges to both roles. Surely, if you just need an action plan for the next 12 months, perhaps having an internal resource might be a fit for purpose approach where you could save some time and money. However, there are a few key advantages to hiring an external facilitator to develop a strategic plan over relying solely on internal resources. Fresh Perspective: An external facilitator brings a fresh and objective viewpoint to the strategic planning process. They are not influenced by internal biases, office politics, or preconceived notions, allowing them to offer unbiased insights and challenge existing assumptions. They are neutral which means they have no vested interest in the outcome of the conversations. Specialized Expertise: External facilitators often have extensive experience and expertise in strategic planning methodologies and frameworks. They bring a wealth of knowledge and best practices from working with various organizations across different industries, enabling them to provide valuable guidance and ensure the plan is well-structured and effective. Time and Focus: Developing a strategic plan requires dedicated time and effort. Internal resources may already be occupied with their regular responsibilities, which can lead to limited focus on strategic planning. Hiring an external facilitator allows your internal team to fully engage in the planning process without being burdened by other day-to-day obligations. Facilitation Skills: Facilitating a strategic planning session requires strong facilitation skills to manage discussions, encourage participation, and navigate potential conflicts. External facilitators are trained in these skills and can ensure that the planning sessions are productive, inclusive, and result-oriented. Objectivity and Impartiality: Internal team members may have personal interests, biases, or attachments to certain ideas or outcomes. An external facilitator, being impartial, can foster an environment where all ideas are considered objectively, ensuring that the strategic plan is based on the best interests of the organization rather than individual preferences. Confidentiality: External facilitators are bound by confidentiality agreements, providing a safe and secure environment for sensitive discussions. This enables participants to openly share their thoughts, concerns, and challenges without fear of internal repercussions. By leveraging the expertise and objectivity of an external facilitator, organizations can enhance the quality of their strategic planning process and outcomes, leading to a more comprehensive and effective strategic plan. Here is what one of our clients say about the strategic planning workshop using our method. Additional questions leaders should consider before calling for a strategic planning workshop: What are the current organizational challenges and opportunities? Are the team members and employees aligned with the current vision and mission? how do you know? What's going on in the market? have the industry trends changed? Which ones will stay the same? How do we currently satisfy our customers? How can you involve the key stakeholders in the planning process? How will you foster a diverse, inclusive and creative environment during the workshop? How will you ensure accountability and follow through after the workshop? What is your business model? What problems do you solve, how and whom for? What needs to change? Book a call with us now Are you ready to unlock the true potential of your organization and achieve greater success? I invite you to book a complimentary 30-minute clarity call with us to explore your unique situation and determine if our strategic planning workshop is the perfect fit for you. During this call, we will delve into the challenges you're currently facing, the goals you aspire to achieve, and the potential roadblocks hindering your progress. We will actively listen, ask insightful questions, and provide an initial assessment of how our workshop can address your specific needs. Here's what you can expect from the clarity call: Personalized Attention: We believe in understanding the nuances of each organization we work with. Our undivided attention will allow you to share your aspirations, concerns, and aspirations. Expert Guidance: With years of experience in strategic planning, we bring a wealth of knowledge and expertise to the table. We'll offer valuable insights and strategic recommendations tailored to your unique situation, helping you navigate challenges and identify growth opportunities. Honest Evaluation: Our aim is to ensure a mutually beneficial partnership. During the call, we'll honestly assess whether our strategic planning workshop aligns with your organization's needs and goals. If we determine that our workshop isn't the right fit, we'll provide alternative suggestions or resources that may better suit your requirements. No Obligation: Our clarity call is completely free of charge and without any obligations. It's an opportunity for you to gain clarity and make an informed decision about your strategic planning journey. We prioritize building meaningful partnerships, and if you decide our workshop isn't the right fit, we respect your choice. To schedule your call, simply click on the link here and choose a convenient time slot from our calendar or email me at iwona@wilson.biz. If you have any questions or require further information, please feel free to reach out to us. We're here to assist you every step of the way. Let's embark on this transformative journey together and pave the way for a strategic plan that drives your organization's success!

Source: Canva Let me start with a simple question: Have you ever been part of a project that was delayed, over budget, or off the mark entirely? If so, you’re not alone. It’s one of the most common frustrations I hear from executives and project leaders across industries—from oil and gas to mining to infrastructure. But here’s the truth most people miss: Projects rarely fail because of poor execution.They fail because of poor decisions made early on - sometimes even before the project officially “starts.” The Real Problem: We Move Too Fast In today’s business environment, teams are under immense pressure to deliver and act fast to show progress. So they jump straight into execution: Scoping starts before the problem is clearly defined. Engineering begins before all options are explored. Procurement is underway before risks are understood. It feels  productive - but without structure, it leads to: Misaligned teams Missed risks Rework Stakeholder pushback And budgets that balloon out of control I’ve seen it time and again, even with highly capable teams. Introducing the Stage Gate (Decision Gate) Process The Stage Gate Process - also called the Decision Gate Framework - is a proven approach that brings structure, clarity, and discipline to complex projects. It divides a project into distinct phases: Assess  - Is this even a good idea? Concept  - What are all the ways we could do this? Develop  - What does it take to deliver the chosen solution? Execute  - Let’s build it. Operate  - Let’s deliver value. Decision Gate Process by Wilson Biz Consulting Each phase is separated by a gate - a decision point where the project is reviewed. At each gate, leaders and teams ask: Are we solving the right problem? Do we have the right data? Are we aligned across teams? Are the risks understood? Do we still want to proceed? If the answer is yes, the project moves forward. If not, the team holds, recycles, or stops the project—saving time, money, and frustration. Let’s Look at the Common Pitfalls This Process Prevents 1. Jumping Into Execution Without a Clear Frame This is perhaps the most common mistake. A real example? One company fast-tracked a deepwater oil project to meet rising demand - but skipped validating key design constraints. The result? Nine months of rework and hundreds of millions in lost capital. The Stage Gate Process prevents this by requiring teams to pause and confirm that the problem, solution space, and key risks are clear - before  building anything. 2. Poor Stakeholder Alignment Getting people in a room is not the same as real alignment. A pipeline project I reviewed failed to consult local regulators and communities early. They assumed approvals would follow. They didn’t. The route had to be redesigned mid-construction, adding years and billions to the project. Stage Gate  brings stakeholders in from the start - clarifying who’s involved, who decides what, and what success looks like. 3. Weak Risk Management Most teams are optimistic. They assume things will go to plan. But optimism without structure is dangerous. I once supported a project that had no serious risk review before development. Local contractors weren’t ready. Material costs soared. The delivery date was missed by 18 months. The Stage Gate Process integrates risk reviews into every phase—so you catch what’s coming before it becomes unmanageable. 4. Making Decisions Based on Assumptions Many failed projects are built on untested beliefs. Like the refinery built on the assumption that demand would rise - only to see the market collapse before startup. Stage Gate challenges assumptions and uses real data to validate your next move. It includes independent reviews and assurance steps - so that decisions are made with confidence, not guesswork. What Does Success Look Like? When applied properly, the Stage Gate Process helps you:  Define the right opportunity  Align stakeholders across departments and functions  Surface risks and unknowns early  Make confident, data-informed decisions  Deliver projects that succeed - not just start It’s not about bureaucracy or slowing down. It's about building a foundation that saves time, money, and stress later on. Where We Come In At Wilson Biz Consulting, we help organizations implement a simplified Stage Gate approach - customized to your needs, culture, and level of project maturity. We offer: Opportunity Framing Workshops Team Alignment & Executive Retreats Framing Facilitator's Development Program Stage Gate Implementation Support (in just 6 months) Assurance Review team's training Mastering Decision Gate Process Training (online and in-person) Sunshine Summit Events Here is our 6 -steps approach to implementing a Stage Gate Process in 6 months: 6-Months Implementation Roadmap “A decision made too early is a guess. A decision made too late is a crisis. The right decision, made at the right time, backed by the right people - that’s leadership.” If you’re tired of firefighting, misaligned teams, or wasted investment, let’s talk. The first step? Make better decisions—before the project even begins. Reach out at www.wilson.biz or connect with me on LinkedIn. Let’s frame your next opportunity for success - together.

5 Ways to Improve Collaboration Among Team Members and Boost Productivity Ever feel like your team could do amazing things if everyone just clicked? Sometimes, it feels like you're all speaking different languages, or meetings turn into a staring contest. Here's the real deal on how to shake things up and get everyone on the same page. So, What Are The Nitty-Gritty: Meetings That Drag On Forever : We've all been there. You're in a meeting that goes in circles, and by the end, you're no closer to a plan. Did you know that professionals waste about 31 hours in unproductive meetings every month? That's almost four full workdays! When It Feels Like Nobody Cares : It's tough to get things done when it seems like half the team is checked out. Studies show that highly engaged teams show a 21% increase in profitability. Imagine what your team could do if everyone was all in. "Not My Job" Syndrome : It's frustrating when tasks fall through the cracks because everyone thought it was someone else's job. Clear roles and a sense of ownership can boost a team's performance by over 20%. Projects That Don't Know Where They're Going : Ever start on a project and realize nobody knows what the goal is? Or The Solution that does not really solve the problem! A shocking 37% of projects fail because of unclear objectives. Getting clear on the "what" and "why" from the get-go can save a lot of headaches. Does is look like you?? Poor Collaboration leads to poor productivity So, What's the Magic Fix? It's all about getting some top-notch facilitation into the mix. Think of a facilitator as the conductor of an orchestra. They don't play an instrument, but they make sure everyone else is in tune and on time. Swap Important Meetings For Workshops: With a good game plan, you and your team can finally make decisions easily, solve problems, communicate and agree on action plan.  Turn Up the Team Spirit: When everyone's ideas are heard, and they see their input shaping decisions, it's a game changer. Engagement levels goes. Up, and so does productivity. Everyone Owns a Piece of the Pie : A facilitator can help make sure everyone knows what they're responsible for. This way, tasks don't get dropped, and everyone feels like they're contributing to the big wins. Clear Goals for the Win : Starting a project without clear goals is like setting sail without a map. Facilitation helps set the destination from the start, so everyone's rowing in the same direction. Getting Started You don't have to do it alone. Bringing in a facilitator can be like hitting the reset button for your team. The bottom line? Facilitation isn't just a fancy word for running meetings. It's about unlocking your team's potential and turning those everyday frustrations into high-fives and wins. Ready to give it a shot?  Download the Freebie Our fifth way to improve collaboration among your team members and build a culture of teamwork and innovation is to implement the insights shared in our guidebook: "The Ultimate Facilitation Guide for Project Executives". Download "The Ultimate Facilitation Guide for Project Executives" Each chapter is crafted to build upon the previous, offering a simple and actionable steps. The focus is on helping project executives navigate the project maze and avoid the risks of suboptimal solutions. This is what is included in the guide: Chapter 1: The Importance of Collaboration Collaboration is the cornerstone of successful project execution. This chapter delves into the dynamics of team collaboration, the challenges it presents. Chapter 2: What is Facilitation Facilitation is often misunderstood or undervalued in the corporate context. Here, we clarify what facilitation entails, its scope, and its critical role in guiding teams to achieve collective goals efficiently. Chapter 3: Facilitator’s Value The value of a skilled facilitator cannot be overstated. This section explores the tangible and intangible benefits a facilitator brings to the table, from enhancing communication to ensuring alignment and driving project momentum. Chapter 4: Why We Need Facilitation Facilitation is not just a luxury; it's a necessity in today's complex project environments. This chapter outlines the key reasons why facilitation is indispensable for project executives aiming for excellence. Chapter 5: Issues Facilitators Help Solve Facilitators are adept at navigating through a wide range of leadership issues. This section provides insights into common problems facilitators can help resolve, from bridging communication gaps to mitigating conflicts and fostering innovation. Chapter 6: Building A Collaborative Culture With Facilitation Facilitation is at the heart of building a collaborative culture within teams and organizations. Learn how facilitation techniques can be leveraged to cultivate a culture where collaboration, openness, and mutual respect flourish. Chapter 7: Working With A Facilitator Engaging with a facilitator is a strategic decision. This final chapter offers guidance on how to work effectively with a facilitator, including the process to engage with a facilitator, setting clear objectives, and ensuring a successful partnership for project success. For a deeper dive into these topics and to access practical tools and strategies, download our lead magnet, “The Ultimate Facilitation Guide for Project Executives," and unlock the full potential of your projects and teams. Download Now Embrace facilitation as your strategic ally, and navigate the project maze with confidence and effectiveness.

The Power of Lessons Learned Workshops Ever needed to learn things the hard way? – you know, those pricey lessons that make us cringe a bit. Think about it: buying something without checking it out first, rushing into a marriage, or choosing the cheaper solution over the smarter one. We've all been there, right? And these lessons tend to hit us the most – our time, money, health, career, friendships – you name it. Now, we often look back at these moments with a bit of guilt wishing we could have avoided the heavy price that came with those lessons. BUT WAIT! There's a different way to look at it. Instead of complaining, let's celebrate the opportunity these lessons bring. Sure, they might have been expensive, but the real win is that you learned something valuable. "If you think education is expensive, try ignorance" - Robert Orben. So, rather than beating ourselves up over the cost, let's be grateful for the wisdom gained. The takeaway here is not the bill you paid; it's the knowledge you earned. Learning is a reason to celebrate –but the lessons need to be l e a r n e d and a p p l i e d. What is a Lessons Learned Workshop? A Lessons Learned Workshop is a collaborative and structured session where a team reflects on a project, initiative, or period of work to identify key insights, challenges, and successes. The primary goal is to gather collective wisdom, extract valuable lessons, and apply them to future endeavors. "We waste much more time and money by repeating mistakes than by holding a short lessons learned workshop after each project milestone.” It's like a team's personal growth session, helping individuals and groups learn from both positive and negative experiences. But to do this, you need a clearly defined process (I'll show you the ropes!) and a timeslot, ideally conducted monthly or at key project milestones. Additionally, the end of the year presents a perfect moment for a thorough reflection. When is a good time to run a lessons learned workshop? You usually have these meetings when a project is wrapping up, at the end of project milestone or on a regular basis. Here are some good times for lessons learned workshop: At the end of project or event When you hit an important project milestone Strategically, like every quarter or trimester After something didn't go as planned or there was an incident Regularly, like once a month And get this, you can even kick off a project with a lessons learned session. That way, you can learn from past projects before diving into a new one. In this type of workshop, you can also throw in a cool exercise called a premortem, where you imagine what could go wrong and figure out how to avoid those hiccups. Or “Peer Assist”, where you invite a team (often from outside of the organization) to learn from their mistakes and accomplishments. When is the right time to hold a lessons learned workshop Who attends lessons learned workshops? Lessons Learned Workshops are beneficial for any team working in a traditional, hybrid or remote space, seeking to create an environment where learning is an integral part of their process. It is especially beneficial for: Cross-functional project teams working on complex projects, products or initiatives who are about to approach a milestone or a project completion. Invite discipline leads from each function but don’t bother to invite a boss who wasn’t part of the project. Teams seeking to evaluate end-of-the-year performance where insights can shape future strategies. Managers, decision-makers, and project leaders seeking feedback on the current state and eager to enhance teams, projects and organizational performance. Perfect as an input for the strategic planning process! Benefits of Regular Lessons Learned Workshops Team Improvements: In a world of constant chaos, teams often miss the chance to fix the inefficiencies in their work. But fear not! With regular lessons learned, you'll be fine-tuning your team's performance like a maestro – no more inefficiencies slipping through the cracks. By involving every team member in the process, you can build trust, foster development, and encourage an environment of learning from mistakes and improving processes. Positive Milestones Victory: Working towards milestones can be like a never-ending marathon. The workshop is your pitstop, your breather where you high-five your teammates for the small wins. Because let's face it, waiting for the "big moment" feels longer than a Monday morning meeting. Diffusing the Tension Bomb: Unresolved tensions in a team are like an episode of a reality TV show you never signed up for. Regular workshops? They're your backstage pass to avoid the passive-aggressive drama and explosive confrontations. Your team will thank you with a harmonious chorus. The Horror of Not Doing It Stuck in the Groundhog Day of Mistakes: Without lessons learned, teams become Bill Murray in "Groundhog Day," stuck in a loop of repeating the same mistakes. Break free, my friend – no one needs a déjà vu of project mishaps. Project Fatigue Strikes: Ever feel the excitement drain as you delve into the nitty-gritty details of a project? That's Project Fatigue, and it's real. The workshop? It's your secret weapon against it, keeping the excitement alive with regular celebrations of small victories. The Silent Killer: Unspoken Tensions: Picture this – a team silently seething with unresolved issues. It's like a volcano ready to erupt, and trust me, no one wants to be in the blast zone. The workshop is your handy-dandy pressure release valve – keep things honest, open, and drama-free. Frank Sonnenberg Quota How to run a lessons learned workshop? Prepare ahead off the time Get ready for your lessons learned review workshop! Success comes from gathering the right info, people, expectations, agenda items beforehand. Start by setting a clear goal for your workshop – what you want to achieve. This goal shapes everything else we're going to talk about. Maybe it's a general project review when it wraps up, or it could be a specific mission like figuring out what went wrong during the concept select phase? Think about what you want to get out of the meeting. Do you need a report for the executive team, or list of improvements for the function to address? Let everyone know what's happening with the golden nuggets of wisdom you uncover in that meeting. Identify the right stakeholders, format, props, time and logistics. Grab your props: Post-it notes, dots, sharpies, a timer, flipcharts, music. Online board such as Miro, Mural or GroupMap. Total Time Needed : 3 to 5 hours (longer if you're wrangling a massive team). Choose a Facilitator Select your facilitator, the unsung hero who guides the ship without being emotionally attached. It's like having a GPS that doesn't judge your questionable turns. The facilitator would typically design the agenda, questions and templates, if required and he or she would advice whether we need to survey the participants before the workshop. Choose a Facilitator who has no vested interest in the outcome Set the Stage – Led by the Maestro (Project Manager or Sponsor) Start by setting the ground rules. Then paint the picture of what's about what happened. If you're on a project, toss in a timeline with key events that has taken place in the time period considered. Let them know this ain't your average team-building day – it's the Super Bowl of reflection. Start with the Positives! – 10 MINS Team, it's positivity time! Spend 10 minutes scribbling down everything that made you smile and had a positive impact on the team, project or an organization, e.g. client feedback. No overthinking, just pure joy. Present Positives – 4 MIN PER PERSON Now, stand up and share those positive vibes. Keep it short and sweet. Tears of joy are welcome, though. If there are a large number of post-it-notes, sort them first. If there are extraordinary outcomes which impacted existing processes, conduct root cause analysis and find ways to incorporate new thinking into your management system. Part 1 Lessons Learned Workshop: What went well? Move to the Negatives – or the “Lessons to Learn” Time to get real. What didn't go as smoothly as butter on a hot pancake? Brainstorm silently what did not go well or what did no go as well as you would have like it to. After approximately 10 min (or longer), invite participants to post the stickies on the wall. Part 2 Lessons Learned Workshop: What did not go so well? Conduct Voting on Top Challenges Sort out the stickies and remove duplicates. Vote for the MVPs of the mess-ups – the top 3 - 6 issues that need some serious analysis. Remember, this is the negativity Olympics, so choose wisely. Participants vote on issues considering an impact to the project scope, their own scope of work and the organization. Analyze the Root Causes of the Top 3-6 Challenges Split into groups, dissect the problems, and figure out what happened, what was supposed to happen, and the impact. Consider using templates with those key questions to help guiding the teams. What is the issue? What happened? Why did it happen (causes)? Use 5-Whys to identify the root causes What was the impact? (try to quantify the impact in $) Root Cause Analysis: What happened, why and what was the impact? Identity Solutions to Problems Stay in small groups. Turn problems into questions with "How might we?" exercise by asking participants in each group to brainstorm for solutions that could address the key issues. How Might We Exercise to turn challenges into opportunities and generate list of solutions Prioritize Solutions Vote on the top 10 genius ideas, prioritize them and develop an action plan. Quick wins, fill ins and major projects are your golden tickets – ignore the rest. Impact vs Effort Matrix to prioritize ideas or solutions. Conclusions Regular lessons learned workshops are gamechanger for a team and project performance. Once you've tasted the magic, there's no going back to the dark ages of endless reactivity. However, ideas or solutions coming out of the lessons learned workshops must be agreed with decision-makers and implemented in a timely manner. Otherwise, participants lose trust in the process. Share your thoughts on how do you think those workshops could benefit your team? ❤️💙💛 Reach out if you need a custom lessons learned workshop by emailing us at iwona@wilson.biz.

If you’re about to kick off a new project and want to ensure it’s set up for success from day one, let me stop you right there— do not move forward until you ’ ve conducted an Opportunity Framing Workshop . Why? Because this is your chance to gain laser-sharp clarity, align every key player, and ensure your project isn’t just a task-driven endeavor but a strategically aligned, decision-driven success story.   The difference between projects that thrive and those that stumble often comes down to one thing: THE FOUNDATION. And there’s no better way to lay a solid foundation than by framing the opportunity properly. It’s not just another meeting—it’s the  most critical session  to ensure you’re heading in the right direction, with the right people, and the right plan.   Why Opportunity Framing Is Your First (and Best) Move Many projects get bogged down in chaos, missed deadlines, stakeholder disagreements, and endless revisions because they lacked clarity from the beginning. Traditional project planning often focuses on moving as fast as possible into execution, but that rush often leads to costly missteps.   Opportunity Framing Workshops  change all of that. Instead of diving straight into tasks, you step back and ask: What is the true value of this opportunity? What are we chasing? What does success look like? What are the options? How will we decide? Who are the key stakeholders? What do we know, and what don't we know? What is the way forward? What if we do nothing? When you take the time to frame the opportunity correctly, you’re making sure that everyone is rowing in the same direction and that your path is clear. It’s like sharpening the saw before cutting the tree—it saves you time, effort, and costly mistakes down the line. Plus, it gives you the confidence that your project is built on a rock-solid foundation. When to Conduct an Opportunity Framing Workshop: Timing Is Everything You might be wondering, “When is the right time to conduct an opportunity framing workshop?” The answer is  as early as possible —preferably in the  Assess  or  Concept Select  phase of your project lifecycle. Why so early?  Because this is the time when you are exploring the feasibility of your project, identifying potential solutions, and deciding which path will bring the most value. This is where opportunity framing shines—before you jump into execution or detailed planning, you need to align on  what exactly  you’re solving,  how  to solve it, and  why  it’s worth solving. Here are a few scenarios where conducting an Opportunity Framing Workshop early is critical:   At the Start of a New Project : You’re embarking on a fresh project with multiple stakeholders, and you need to ensure everyone is aligned on the project’s objectives, risks, and value proposition. When You ’ re Exploring Multiple Solutions : You have various options on the table and need to decide which one is the most optimal. Framing the opportunity helps you weigh each option carefully and choose the path that brings the greatest strategic value. For Complex, Multi-Stakeholder Projects : If you’re dealing with a project that involves multiple teams, departments, or external partners, opportunity framing is your best chance to align everyone before the project gains momentum. Before Major Investments : Before committing significant resources (time, money, or people), framing helps you validate that the project is viable and strategically aligned.   How to Conduct an Opportunity Framing Workshop: Practical Tips for Success  Now that you know  when  to conduct your workshop, let’s talk about  how  to run one that drives maximum results. Whether you’re facilitating it in person or virtually, the goal is the same: to ensure clarity, alignment, and decision-making.  Here are some practical tips to make your Opportunity Framing Workshop the most productive and impactful meeting you’ll have.   1. Start with the Right People in the Room Your framing workshop is only as good as the people in it. You need the right stakeholders—decision-makers, key influencers, and subject matter experts. Make sure you invite those who understand the project’s strategic importance and who can speak to the various challenges and opportunities. For example, if you’re framing an opportunity for an oil and gas project, ensure that representatives from technical teams, environmental groups, finance, and operations are all present. Their input is vital in shaping the project’s roadmap. 2. Understand the current landscape to build a valuable project scope Before you dive into options or solutions, spend time defining  what the opportunity is . What are you trying to achieve? What does success look like? Make sure everyone understands the big picture and agrees on the fundamental purpose of the project. Ask questions such as: What do we know, and what don’t we know? What assumptions are we making? Where is the value coming from? What are we trying to achieve? What are the main issues, risks and concerns? What is in the scope and what is outside?   You might find that different people have different ideas in mind or are seeing things from entirely different perspectives. Pro Tip 1 : Your job as a facilitator is to  help the group align  and make it easier for them to agree on the  way forward . Pro Tip 2:  One of the major benefits of opportunity framing is that it allows you to  identify risks  before they become major roadblocks. As a group, brainstorm all possible risks and challenges that could affect the project’s success. By surfacing these early, you can create contingency plans and mitigate issues before they become costly mistakes.   3. Formulate project targets and build alternatives to achieve project success The biggest challenge in projects is Executives rushing into execution which leads to suboptimal solutions, scope creep, stakeholders misalignment, lack of team focus and a lot of frustration on a way. In this stage ask questions to explore: What does success look like to guide the strategy and execution What decisions we need to make and what decisions have already been made What options or alternatives do we have and how will we decide upon them Understanding the connection between project success and decisions that need to be made is crucial for ensuring the project stays on track and is aligned with business goals.  4. Integrate plans, people and processes Most projects planning fail to integrate the strategic and operational plans. In the Opportunity Framing Workshop we  develop a roadmap,   map key stakeholders  and  create an action plan to handle the transition from the workshop planning into day to day.   Your opportunity framing workshop is not about creating a long task list; it’s about developing a roadmap with clearly identified  decisions  that need to be made: What are the milestones? What decisions need to be made at each stage of the project? Focus on these critical points and make sure your team is clear on who needs to make the decisions and when.   Virtual Tip : When running virtual workshops, use tools like  Miro, Mural  or  Butter  to create interactive online boards that allow everyone to collaborate in real time. This keeps the energy high and ensures that remote participants are just as engaged as those in the room.   5. Keep It Short and Focused Here’s the beauty of opportunity framing—it doesn’t drag on for weeks or months like traditional planning processes. It’s a  condensed, intense process  that usually lasts  1-2 days . The idea is to focus on high-value discussions and decisions so that by the end of the session, you have a clear roadmap, an aligned team, and confidence that your project is on the right path.   The Virtual Advantage: Framing in the Digital World  In today’s increasingly remote work environment, the ability to conduct  virtual Opportunity Framing Workshops  is more important than ever. Virtual workshops can be just as effective as in-person sessions if run properly.   Here’s how to make your virtual framing workshop a success: Decide what activities can be done before or after the workshop  to maximize your time together. For example, gather stakeholder input beforehand or have team members review relevant data ahead of time. Use interactive tools : Platforms like  Miro  or  Butter  allow participants to collaborate visually and dynamically, creating a seamless experience where all stakeholders feel engaged. Facilitator-led engagement : Virtual meetings can sometimes feel flat, so it’s crucial to have a skilled facilitator guiding the conversation, keeping energy levels up, and ensuring active participation.   Why You Need to Reach Out Now If you’re serious about ensuring the success of your project, conducting an  Opportunity Framing Workshop  is  the single most important step you can take  at the outset. Don’t let your project fall into the common traps of misalignment, unclear objectives, or costly risks.   Contact me today  to discuss how we can run an Opportunity Framing Workshop tailored to your project, whether in-person or virtual. I specialize in helping teams just like yours find clarity, align stakeholders, and create decision-driven roadmaps that lead to project success. Let’s make sure your next project starts with the clarity and direction it needs to succeed. #opportunityframing #stagegateprocess #projects #complexprojects #oilandgas #mining #wilsonbiz #wilsonbizconsutling #iwona273

When starting a project, whether in industries like oil and gas, mining, or any other sector, the way you start matters. Getting the team aligned, defining objectives, and making key decisions early on can be the difference between success and costly failure. While traditional project planning methods offer a structured approach,  Opportunity Framing  is gaining traction as a more strategic and effective method for setting up projects for success. So, what’s the difference, and why should project leaders consider opportunity framing over traditional approaches? In this article, we’ll explore the key differences between  opportunity framing  and  traditional project planning , and how framing provides clearer direction, improves decision-making, and aligns teams and decision-makers earlier in the project lifecycle. Traditional Project Planning: Structured But Limited Traditional project planning often starts with defining the project’s goals, scope, and timeline. The project manager then works with various teams to break down tasks, assign responsibilities, and set milestones. The focus is primarily on scheduling and activity-driven plans to guide the project to completion.  While this structure is useful, it often misses critical steps in the early phase of a project, especially around  decision-making, strategic fit, value proposition, alignment of stakeholders , and addressing  risks and uncertainties . Here are some common challenges with traditional planning: Execution-Focused from the Start : Traditional project planning is often focused on  moving to execution as soon as possible . This approach often skips the exploration of value propositions and solutions in the conceptual phase, potentially leading to suboptimal solutions, pressure to deliver fast and stakeholders misalignment. Reactive Decision-Making : Traditional planning is typically  activity-driven , meaning the team focuses on completing tasks. Decisions tend to be made reactively as issues arise, rather than proactively addressing potential risks or uncertainties early in the project lifecycle. Scope Creep : Without a clear understanding of what is included and excluded from the project’s scope early on, traditional planning often struggles with  scope creep . The project team may find themselves chasing additional deliverables that weren't initially planned for or focusing on implementing a solution that does not solve the problem. Delayed Risk Identification : Risks are often identified later in the project lifecycle when it's more expensive and difficult to mitigate them. Without early risk identification, traditional planning can lead to surprises and costly setbacks. Stakeholder Misalignment : Traditional planning methods often do not provide a structured way to align all stakeholders from the beginning. Different departments may have conflicting priorities, which can slow down decision-making or derail the project. Lack of Strategic Fit : Traditional project planning focuses on execution but often misses ensuring that the project is aligned with the organization’s long-term  strategic goals . Without this alignment, the project may meet its operational goals but fail to deliver real business value. Broken Collaboration : In traditional project planning, broken collaboration often arises due to siloed communication, misaligned priorities, and unclear roles. Opportunity Framing: A Proactive, Decision-Driven Approach Opportunity Framing  takes a fundamentally different approach to project planning. It prioritizes early-stage decision-making, clarity of scope, and alignment with strategic objectives. This process ensures that projects are not just activity-driven but  decision-driven , providing a structured way to define the project’s goals, mitigate risks, and engage stakeholders effectively.   Key elements of opportunity framing include:  Exploring Value Proposition at the Conceptual Stage : Unlike traditional planning, which often jumps straight to execution,  opportunity framing  is done at the  conceptual stage , where the focus is on exploring the  value proposition . The team assesses various solutions to ensure the  most optimal concept  is selected with clear value drivers before committing to execution. Front-End Loading (FEL) : A key concept in opportunity framing is  front-end loading (FEL) , which emphasizes detailed planning and risk identification early in the project lifecycle. FEL helps the team make critical decisions early, before committing to costly execution, ensuring that the project is scoped accurately and ready for development. Proactive Risk Management : Opportunity framing workshops encourage teams to surface and address risks early on, before moving into project execution. This proactive approach helps teams avoid expensive surprises later in the project. Stakeholder Alignment : Opportunity framing workshops bring together all relevant stakeholders (from technical, financial, environmental, and operational teams) to align their objectives. By discussing risks, objectives, and scope in a structured workshop, teams ensure everyone is on the same page from day one. Governance Structure for Complex Projects : Opportunity framing provides a  robust governance structure , especially for complex projects involving multiple stakeholders. This ensures that projects are managed effectively, with clear decision points and stakeholder engagement throughout the project lifecycle. Decision-Driven Roadmap : The  roadmap  developed in opportunity framing workshops is decision-driven, not activity-driven. This means the focus is on what decisions need to be made, when they need to be made, and what information is required to support those decisions. Traditional planning often misses this crucial aspect, resulting in slower, reactive decision-making. Right Projects, Right Solutions, Right Time : Opportunity framing focuses on ensuring that the team is not just executing a project but executing the  right project with the right solution at the right time . This approach helps organizations prioritize their resources on the highest-value opportunities, rather than just “doing work.” Condensed Process : One of the significant advantages of opportunity framing is that it’s a  condensed process , typically taking  up to two days  to complete. Traditional project planning, on the other hand, can take months, delaying decision-making and execution. Real-Time Group Collaboration : Through Collaborative activities—such as brainstorming sessions, group discussions, and joint decision-making—not only foster mutual understanding but also ensure that all voices are heard. This inclusivity builds trust and commitment among participants, aligning them toward common goals. Moreover, working together allows the group to tap into a wider range of ideas and perspectives, leading to more innovative and effective solutions.  How the Stage-Gate Process Supports Opportunity Framing Opportunity framing is closely aligned with the  Stage-Gate Process , a widely used project management framework in industries like oil and gas, mining, and construction. The Stage-Gate process breaks down the project lifecycle into distinct stages (Assess, Concept Select, Concept Definition, Develop, Execute, Operate), with specific  gates  where decisions must be made before progressing to the next stage. Opportunity Framing in Stage Gate Process Opportunity framing  fits into the early stages of this process, especially in the  Assess  and  Concept Select  phases. During these stages, framing workshops ensure that the project scope, objectives, and risks are well-defined, and that the project is aligned with the organization’s strategic direction. For example, in a mining project, an  opportunity framing workshop  in the Assess phase might bring together key stakeholders to evaluate various extraction methods, environmental considerations, and long-term value. This proactive approach ensures that the chosen path is not only feasible but strategically aligned with the company’s goals, reducing the risk of costly rework later in the project lifecycle.   The Benefits of Opportunity Framing Over Traditional Planning  Here’s how  opportunity framing  can drive better outcomes compared to traditional project planning methods: Better Clarity and Focus : By focusing on the opportunity first and developing a clear opportunity statement, teams gain clarity on what the project is about, what success looks like, and what the key decisions and deliverables are. Traditional planning often lacks this depth of understanding. Reduced Risks : The emphasis on  front-end loading  and early risk identification in opportunity framing significantly reduces risks before project execution. Traditional planning often leads to risks being discovered late in the game when they are more costly to address. Alignment with Strategic Goals : Opportunity framing ensures that the project is aligned with long-term business goals and strategic priorities. Traditional planning, on the other hand, can focus too heavily on execution without considering the broader strategic fit. Improved Stakeholder Engagement : By involving key stakeholders early on, framing workshops ensure that everyone’s concerns and objectives are addressed. This avoids misunderstandings and misalignment that can plague traditional project planning. Proactive Decision-Making : Opportunity framing is  decision-driven , not just activity-driven. This allows for proactive decision-making and smoother project transitions, reducing delays caused by slow, reactive decision processes in traditional planning methods. Faster and More Focused Process : Opportunity framing typically takes  just two days , allowing teams to align quickly and move forward. Traditional project planning can take months, leading to slower execution and delayed decision-making.   Case studies: Oil and Gas vs. Mining In the oil and gas industry, imagine a scenario where a company is deciding between multiple locations for a new drilling project. Instead of jumping into timelines and resource planning (traditional approach), the team conducts an opportunity framing workshop. They bring together stakeholders from environmental, technical, and financial teams to align on risks, objectives, and the strategic fit of each location. After a day of structured discussions, they uncover critical environmental risks at one location that had been overlooked. By addressing these early, they avoid a potential multi-million-dollar mistake and choose the right path forward. Opportunity Framing Workshop Team Discussions   Similarly, in the mining industry, opportunity framing workshops have helped teams avoid costly delays by aligning community stakeholders and local governments early in the project lifecycle. By identifying potential regulatory hurdles and addressing concerns before moving forward, the mining company can ensure smoother operations and quicker approvals.   So, Why Opportunity Framing Matters? Opportunity Framing  provides a more proactive, decision-driven approach to project planning that can help teams avoid risks, achieve alignment, and ensure that their projects are strategically aligned with business goals. While traditional project planning offers structure, it often falls short in early decision-making, risk management, and stakeholder alignment.   By integrating opportunity framing into the project lifecycle—especially during the  Assess  and  Concept Select  phases—teams can significantly improve their chances of project success. Whether you’re working in oil and gas, mining, or any other industry, the benefits of opportunity framing far outweigh the limitations of traditional project planning methods.   Contact us  to learn how we can help implement opportunity framing workshops, run in-house training, and ensure your next project starts with clarity, alignment, and focus. #opportunityframing #stagegateprocess #complexprojects #pmi #oilandgas #renewables #mining #projectmanager #projectplanning #wilsonbiz #wilsonbizconsulting

In complex projects, getting everyone aligned early on is one of the most critical factors for success. Opportunity framing workshops are designed to do just that—bring together key stakeholders, clarify the objectives, and define the project scope in a way that sets the foundation for decision-making and future progress. These workshops are not just a planning tool; they are essential for uncovering risks, identifying opportunities, and aligning the team’s focus before the project begins. Whether in the oil and gas, mining industries, or even in our personal lives, opportunity framing is key to driving successful outcomes by focusing on front-end loading (FEL)  and finding the right solution first . The Importance of Framing in Oil and Gas In the oil and gas industry, projects are inherently complex, long-term, and involve multiple stakeholders. Imagine a scenario where a company is planning to develop a new offshore oil field. The technical team sees the opportunity as a huge win in terms of potential output, but the environmental team is concerned about the risks to marine life, and the financial team is worried about the budget. If these differing perspectives are not aligned early on, the project risks significant delays, cost overruns, or even failure. This is where an opportunity framing workshop, integrated with front-end loading , comes in. Front-end loading (FEL)  refers to the process of thorough planning and scoping early in the project lifecycle. FEL helps the team define project scope, budget, and risks before moving forward with execution. The workshop allows for detailed discussions about the scope, risks, stakeholders and assumptions to ensure that every aspect is considered. The goal here is not just to get the project started but to find the right solution first —the best approach that balances technical, financial, environmental considerations as well as organizational goals.  During the workshop, participants can raise issues like environmental regulations, budget constraints, and technical challenges. By framing the opportunity early and using FEL principles, the team can decide whether to move forward, how to mitigate risks, and what success will look like. The result is a clear, agreed-upon path that everyone is committed to, with a significantly reduced chance of encountering major issues down the line. In one real-life example, a global oil company avoided a potential over a million dollar loss by holding an opportunity framing workshop before finalizing their investment decision on a new drilling project. During the session, the team identified critical risks that had previously been overlooked, and by reframing the opportunity through FEL, they were able to adjust the project scope and avoid disaster, thus ensuring they found the right solution before moving forward. How Framing Can Prevent Project Failure in Mining Similarly, in the mining industry, opportunity framing and FEL are crucial for projects that require significant capital investment and face long-term environmental and social impacts. Take, for instance, a new lithium mining project that spans several countries. The challenge in this case is that the regulatory environments differ, and the local communities may have concerns about land use and environmental degradation. Without an opportunity framing workshop and strong front-end loading, misunderstandings or conflicting objectives can easily arise. For example, the operations team might prioritize production output, while local stakeholders might prioritize minimizing environmental damage. By conducting an opportunity framing workshop, the mining company can bring together these different groups to align on priorities, assess risks, and find the right solution early—before costly execution begins. In one case, a mining company framed their opportunity to expand operations in a highly regulated environment by including voices from community leaders, environmental experts, and government representatives in the early stages of the project. By integrating FEL into the framing process, they were able to assess multiple potential solutions and choose the path that satisfied all parties involved. This allowed them to address concerns upfront, ensuring that the project had the support it needed to move forward. As a result, the company reduced delays, improved local relations, and delivered the project under budget. Front-End Loading in Personal Life: Why It Matters Opportunity framing and FEL don’t just apply to large industrial projects; they can be incredibly useful in personal decision-making as well. Imagine you’re deciding whether to move to a new city for a job opportunity. The financial benefits may be great, but what about the impact on your family? Will the move improve your quality of life, or will it introduce new challenges like a longer commute or adjusting to a new social environment? In this scenario, an opportunity framing session with your family can be helpful. FEL in this context means taking the time to thoroughly analyze all aspects before making a decision. You can lay out the potential benefits (better job, higher salary) and the potential downsides (uprooting from friends, cost of living). By discussing these factors openly and looking for the right solution first, you can ensure that everyone’s concerns are heard and align on a decision that works for everyone. Let’s say your spouse is worried about the kids’ adjustment to a new school, while you’re focused on career advancement. Framing this decision together and assessing all options (e.g., researching schools in the new area, evaluating commute times) can help clarify the most important factors. Perhaps finding a neighborhood with good schools becomes the top priority, balancing both personal and professional goals. By framing the opportunity and front-loading the decision-making process, you ensure that the move is thoroughly thought through and is the best solution for the entire family. Why Opportunity Framing and FEL Are Crucial for Project Success So, why are opportunity framing and front-end loading  so crucial for the success of a project? Here are some key reasons: Clarifies Objectives : Opportunity framing ensures that everyone understands what the project is trying to achieve. Without clear objectives, team members can make assumptions, leading to misalignment and project failure. Framing workshops create clarity from the start, avoiding confusion later on. Uncovers Risks Early : Front-end loading  and opportunity framing allow for early risk identification. In both the oil and gas and mining examples, framing workshops helped teams identify risks that might have been missed, enabling them to adjust the project plan and avoid costly mistakes. Aligns Stakeholders : With multiple departments, external partners, and stakeholders involved in complex projects, alignment can often be a challenge. Opportunity framing workshops ensure that all stakeholders are on the same page and committed to the same goals. Finds the Right Solution First : Through thorough front-end loading , framing workshops enable teams to evaluate all potential solutions and choose the right one before any costly execution work begins. This approach prevents costly changes and delays down the line. Sets the Foundation for Success : By framing the opportunity and defining success early on, you set the stage for clear decision-making throughout the project lifecycle. The project is not just activity-driven but decision-driven, ensuring that milestones and deliverables align with the project's ultimate goals. Opportunity framing, when combined with front-end loading , is not just a project management tool—it’s a strategic necessity. Whether you’re developing a new oil field, expanding a mining operation, building a new hospital, or making a personal life decision, framing the opportunity gives you the clarity, alignment, and structure needed to find the right solution first and make informed decisions. The benefits of these workshops extend far beyond the initial planning phase, helping teams and individuals avoid risks, achieve alignment, and ultimately succeed in their objectives. Contact us  to discuss how we can help frame your next opportunity and set your project up for success. We also run in-house training and assist with implementing this crucial process, ensuring your team has the tools and alignment needed for success.

Welcome to a step-by-step guide to successfully implement change in your company and to support employees and stakeholders. The best specialist to help managers and teams accept new procedures, techniques, tools, process or an initiative is a Change Management Facilitator. Facilitation is essential for ensuring that stakeholders understand the need for change and effectively build the future to achieve organizational goals. Changes are a big part of every company's life. To be competitive and achieve the objectives in today’s business environment, organizations must adapt, transition, or transform regularly. Some companies fail, and some emerge from change stronger than ever. So why do some succeed, and some don’t?  Is there a roadmap to follow through this major shift that has the potential to get very messy really quickly? The answer is dependent if the organization has adopted effective change management process. Consider that change management is a deliberate approach to a transition period in the organization. It necessitates a well-planned, structured method to engage people in owning the change they want to see. After all, no one likes changes that are forced upon them if they don’t see benefits to themselves. Suppose you’re striving for a detailed plan to lead you to project success and new opportunities. Your goal is to reconfigure your organization’s to new possibilities, restructure efforts, aligning and energizing everyone on the team to reinvent your business and make it more profitable. It is a significant mission ahead of you that demands specific training, skills, and capacities. It’s not a job for one person. You will need the help of a professional to improve your chances of success – a person to facilitate this challenge with experience in organizational change management. Your goal is to maximize the potential of your change efforts with quality results to increase organizational effectiveness. If you want to take your company to exciting new places, you need a good guide. That's where a Change Management Facilitator comes in. They're like the tour guide who knows all the best paths to start the process well. What's a Change Management Facilitator? This person is like your change alignment buddy. They're there to make sure everyone understands why change is happening and helps everyone work together to make the process successful. They're all about keeping energy high and making sure the change makes your company even better. But wait, there's more! Change Management Practitioners vs. Change Management Facilitators: Working Together Think of a Change Management Practitioner as the person who draws the treasure map, and a Change Management Facilitator as the one who helps the crew work together to find the treasure. The Practitioner plans out the change process, and the Facilitator makes sure everyone is on board and ready to go. When they work together, finding the treasure (or making successful changes) is much more likely. Sometimes this can be a one person and sometimes more. Change is inevitable, and if you want to keep your organisation expanding while retaining your best people, don’t worry! I understand what you’re going through, and in this article, I will provide you with a solution that works best for your business. This article will walk you through a comprehensive step-by-step process to examine the importance of organisational change management, its advantages, and how to implement it in your workplace. We’ll also discuss the key change management principles that underpin the change management facilitator’s crucial function, as well as the top trends that will rule 2024. Let’s dig in. What is Organizational Change Management? Change Management (also known as organizational change management) is a structured approach to alter major components of an organization to obtain better quantitative and qualitative results, from the initial stages to resolution, ensuring a smooth transition. Change management methodology works as a roadmap to the tools and techniques to help organizations transform quickly, defining the concrete steps the organization will take to execute the change. According to their strategic goals, organizations experience different types of change management, each one requiring different kinds of tactics, but fundamentally it comes down to two layers, adaptive or transformational. Adaptive Change Adaptive change refers to small, incremental changes the organization makes overtime to improve products, processes, workflows, and strategies to enhance or optimize existing processes or tactics. This type of change is not massively disruptive, but it is a change. While this adjustment may cause employee discomfort or briefly impair workflow, it usually resolves swiftly and improves organizational efficiency in the long run. Transformational Change Transformational changes are more prominent in scale and scope, and they frequently imply a drastic and, at times, unexpected departure from the status quo. They affect the organization’s core elements, such as culture, values, and operations. They can be triggered by significant internal intentions or catalyzed by external pressures from competitors or unanticipated changes in the market conditions. Dealing with change is one of the most difficult challenges for organisations. Attempts to change frequently fail due to inadequate planning and, most importantly, bad change management process. Why do you need a Change Management Process? Every day, new projects and initiatives are launched in organizations to improve performance, raise profitability, or strengthen competitive advantage. Organizations change continually to achieve intended outcomes. And any organization that doesn’t change in today’s fast-paced world is likely to be regretful and remain behind. The world is changing daily – communication, customer trends, technology, economy, and social habits are examples. The reasons for change management are only growing as organizations face faster and more complex changes than ever before. Businesses organizations must constantly change to be competitive. Change management prepares, equips, and supports people and organizations more than anything else. Successfully engaging, adapting, and using the change to improve what they represent as active, live organizations inhabited by employees, customers, stakeholders, suppliers, and profitability. Change Management optimizes business value Reasons organizations need to change: Crisis: think, for instance, of what Covid-19 did for our turbulent, fast-moving world (and to your organization!) New technology: identification of new technology that brings more efficient and effective working methods Identifying new opportunities: market opportunities the organization should explore to improve its competitiveness Customer needs: constantly evolving, creating new demand for new products and services Mergers & Acquisitions: need to overcome human challenges and cultural and operational clashes Pressure from external elements: competition, shareholders, financial markets, and regulations All those changes will affect: The mission, vision, competitive advantage and existing strategies The acquisition of new knowledge, skills, and capabilities How to employ technology to boost productivity and cut expenses The organizational structure with new procedures and processes The organizational culture, which would be extremely difficult to manage due to different values, beliefs, administration, and leadership styles. Good Change Management reduces chaos within the organization Today, the disruptions we’re experiencing within our businesses bring light to a crucial truth that you probably already understand. Our organizations are continuously facing multifaceted transformations from all sides in these competitive times where the rapid turnover of ideas and products in the marketplace is moving fast and will only continue to move even faster. Organizational changes impact the whole organization as one element depends on the other. To transition from the existing to the new state, the organization will require a  systematic approach  to transform and execute its strategies.   Change management, business transformation or move before disruption concept – businesses must constantly grow and adapt to face several problems, ranging from technological advancements to the emergence of new competitors, changes in laws, regulations, and underlying economic trends. Change Management Best Practices A change management facilitator provides you with a consistent, competent, effective change management plan to reduce the impact of the change process on your organisation’s operations and staff morale . The pragmatic approach used by the facilitator builds positive, energised support for people in the transition period, grasping what it takes to persuade each individual to accept, engage and implement the change. This strategy significantly increases the chances of success while also incrementing ROI. Improve your chances of success There are a number of change management methodologies that can be adopted including Kotter's 8-Step Change Model, Prosci's Change Management Process (ADKAR), Agile or Lean Change Models. In this article, we delve into Kotter’s change model. In his widely used paradigm for successfully implementing change management,  Professor John Kotter   lays out the steps for systematically and effectively implementing change in your organization. Below is a simplified version of his 8 Crucial Steps to assure the success of your Change Management Plan: 1.      Create a sense of urgency Make a bold, ambitious opportunity statement that communicates the need of acting right away to help others understand the need for change. In large organizations, we recommend inviting the key decision-makers to align upon the need for change and key value drivers. 2.      Build a guiding coalition A volunteer army requires a coalition of capable individuals from among all ranks to develop, coordinate and communicate key activities. 3.      Form a strategic vision and initiatives Describe how the future will vary from the past and how you can make that future a reality by launching projects that are directly related to the vision. 4.      Enlist a volunteer army Large-scale change can only happen when a large group of people band together to pursue a similar goal. To drive change, moving in the same direction, they must be bought-in and urgently. 5.      Enable actions by removing barriers The flexibility to operate across silos and achieve a meaningful effect is provided by removing barriers such as wasteful processes and hierarchy. 6.      Generate short-term wins The molecules of results are wins. To track progress and encourage volunteers to persevere, they must be recognized, gathered, and conveyed — early and often. 7.      Sustain acceleration After the initial results, increase your efforts. Systems, organisations, and policies can all benefit from your growing credibility. Continue to implement change after change until the goal becomes a reality. 8.      Institute change Make explicit the links between new behaviours and organisational success and ensure that they are maintained until they are strong enough to replace old habits. “ One cannot manage change. One can only be ahead of it. ” – Peter Drucker Why Change Management is so important to your organisation? The organisational change management plan is essential for organisations to grow and expand. But it's triumph depends mainly on proper communication of how the transformation will modify people’s roles and responsibilities. The strategic steps of the process, when effectively done, should enable your management and employees to commit to the shift and operate effectively during it, and simultaneously raise morale and develop competent skill sets and teamwork necessary to meet the business improvement goals. Its direct influence has a beneficial impact on the quality of work, helping your employees to remain motivated and productive while cutting costs, and allowing your organisation to improve performance, increase profits, and enhance its competitive advantage, What influence would change management have on your organisation? CHANGE IS UNAVOIDABLE TO OUR BUSINESSES NOWADAYS. Want an example of why changes are necessary? Remember the mobile phone brand Blackberry ? The one-time smartphone favourite, which had over 80 million users worldwide, recorded a 0.2% market share in 2016 due to its failure to adopt touchscreen technology. Their business existence needed change, and they needed change to survive, but they missed their opportunity – they ruled the world, but the world changed. But, if the change is the unavoidable aspect, how can you ensure that your organisation will thrive in the change process? What separates organisations that succeed from those that barely survive, or worse, fail? Engaging employees through change 👉 Regardless of the change management methodology used and how change management is implemented, the final goal is to assist your organization and your employees to positively respond to the change management process. 👉 Remember that your staff invest themselves and their families in their role in your business. Their jobs can have a big impact on their financial security, feeling of purpose, self-confidence, and professional development. Don’t undermine the effort they’ve put into your business. 👉 Engage with your employees in a transparent and honest way, helping them participate in the change process positively and purposefully to foster their understanding, especially in changes that affect them. The effect of Change Management on your business survival If you want your organization to succeed and expand, it will need to undergo and withstand organizational change. Otherwise, you’ll have little choice but to react to the changes rather than prepare for them. To be change-ready, first, set your goals. Create an effective change management plan to help you go through the change and reduce disruptions to the workflow and team’s confidence. You don’t want to fall behind as a leader; instead, you want to upskill your learning strategies to deal with your organization’s challenges. Setting the right change management goals ensures that the organisation remains focused and that the change is completed using the appropriate processes and tools. “Change before you have to.” –  Jack Welch Change fatigue & change acceptance Organizational change is a common challenge for leaders to overcome and develop a plan of action to make things transformed. As a team member, you’ve probably been a part of a variety of change projects during the course of your career. Nevertheless, you have seen how most of them fail. → According to  McKinsey & Company , 70% of all transformations fail. It’s a staggering percentage! → Most of them fail because there is a lack of engagement and buy-in, which ultimately leads to fatigue. → Managers’ and staff minds are plagued by prior failures and sacrifices they have made during earlier tough change processes, resulting in fatigue, anxiety, and fears. Inherently, people get discouraged and eventually give up. That is the reason  change management needs an independent, neutral leader  to keep the team away from this negative influence and the change process moving forward – a  professional, effective Change Management Facilitator. This pivotal role will produce the successful completion of the change process from the current state to the future state, creating an enjoyable experience that will support the vision for improved collaboration and engagement. The facilitator’s smooth and successful transition process will have two sides. The soft side is concerned with improving beliefs, values, motivation, and perceptions. In contrast, the hard side is concerned with enhancing capabilities, actions, metrics, results, growth, and expansion. And both sides will be considered and analysed at the same time. An insightful change management process controls all changes’ lifecycle and deals with change resistance and other barriers. A facilitator will be skilled to manage the organizational change process confidentially and independently while promoting a commitment to accept the change, rather than fighting or ignoring it. Managers and employees will feel integrated into the organization’s evolving processes, thinking and values. And they’ll become dedicated if they believe their efforts will result in successful change implementation. A Change Management Facilitator plays a crucial role in assisting your organization resolve transition issues quickly and efficiently, ensuring that employees have the tools, resources, and training they require to successfully change to the new state. Key Change Management Principles To facilitate the intended structural transformation, efficient communication between management and employees at all levels of the organization is required. An organizational change facilitator will need to understand the delicate balance of change in the organization and recognize its impact on other parts of the business—both favorably and negatively. Therefore, following the key principles listed below is essential to assist organizational change facilitators and managers in navigating change in a systematic manner. Create a culture of innovation To allow all employees and management to approach the organisational change with an open and creative mindset, focusing on the opportunities presented by the change. Engaged employees are more likely to be effective change leaders and participants, regardless of the specifics of the change at hand. An experienced organisational change facilitator will ensure a collaborative and supportive environment to guarantee that all participants are equally consulted during the visioning and executing stages of the change process. Create moral support for organisational change To emphasise how these changes match new corporate goals and how each employee can contribute to the change individually. Create a sense of urgency, communicating why the change must occur and why it must occur now. Effective organisational change management facilitators have the skills and experience  to create robust change management plans. This plan will outline the technical approach, capacities, skills, tools, and structures required to encourage employees of all levels to engage in successful organisational change. Create enhanced communication strategies To promote trust. Explain what is changing, why it is changing, and what will affect each employee individually. Strive hard to keep expectations in check. Give employees consistent information about what matters to them and allow them to share feedback and ask questions. Engagement is the final key to organisational change success. A change management facilitator will use multiple, redundant communication channels to reinforce fundamental ideas with timely, motivating, and actionable guidance. And remember that change doesn’t finish when the change is anchored in the organisational culture. It’s a never-ending process of strengthening human resource capacities, incentive programmes, training, and development , and other infrastructure sectors to match them with the company’s new direction .   The art of balancing change management in an organization is a difficult and challenging time for many business owners. To be effective, navigating changing times necessitates adequate competence and management. Why do you need a professional Change Management Facilitator in your organisation? Change is constant, and organisations have to invest millions of dollars on change-related initiatives only to feel disappointed with the results. People become irritated, exhausted, and worn out, developing change-averse behaviours that sabotage future endeavours. An effective  change management facilitator  or manager will, not only oversee the project and technical duties required to implement the organisational changes but will also boost staff morale and drive positive teamwork and improvement. Facilitation change management  is essential for ensuring that managers and employees fully understand the change and engage effectively in creating the desired future. They must realise that true change necessitates changes in their thoughts, attitudes, and behaviours before becoming practical operations in the business environment. Organisational change facilitators will provide you with the support and guidance you need to effectively manage the transition process, supporting the actions necessary to boost employee morale and meet strategic business goals. “ The only thing we know about the future is that it will be different. ” – Peter Drucker 5 Key elements to manage organisational change in your organisation If you don’t adapt, your company’s image will suffer among customers and competitors, leading to a negative brand image in the stakeholder universe. If you fail to adapt to changing times and technologies, you could have the same destiny as Blackberry and many other companies that could not adapt to change. What’s more, adapting is not as difficult as we might believe. The change management process can become a continuous movement inside your organisation to promote success, engagement, and even accepting failure. It will clearly outline both your goals and competitive advantage. To stay competitive, all organisations must learn how to manage change successfully. Here are the top measures I’ve been able to identify that consistently put business leaders on the path to developing good change management and adaptability: 1. Define the change and align it to business goals Key questions: What has to be changed? Why is this change necessary? How this change impact our organizational goals Make sure you have a solid business case for why the present condition has to be changed and what that change should entail for various stakeholders, such as consumers, employees, and shareholders, in terms of objectives and performance goals. Your aim is to create the groundwork for the change project. Define your ultimate goal. It’s critical to have a clear objective before you begin since it will help you to create a timeframe. Everything should be scheduled, implemented, and enhanced. 2. Determine impacts and stakeholders Key questions: What are the changes’ repercussions? Who will be the most affected by the change? What if we don't do the change? Ensure you analyse the impacts of the change at various organisational levels after you know precisely what you want to achieve and why. 3. Develop a communication plan Key questions: What do we need to communicate and when? What methods will be used to communicate the change? How will you handle feedback? It’s vital you bring people together to plan and implement the change management plan. Develop your communication with all stakeholders involved on a regular basis. Be honest, transparent, independent, and confidential. Not only can excellent communication guarantee that your change management strategies are carried out, but it may also become the most direct means of analysing how well you’re accomplishing your organisation’s final goals. 4. Provide training and support framework Key questions: What behaviours and skills are required to achieve the desired business goals? What are the most effective training delivery methods? What forms of assistance will be most beneficial? It’s critical that the stakeholders of all levels understand they’ll receive organised or informal training to adjust emotionally and practically to the new responsibilities. Efficient and practical training on the skills and information they’ll need to operate effectively as the change is implemented, such as micro-learning online courses, face-to-face training sessions or on-the-job coaching and mentoring. Because certain changes may result in layoffs or reorganisations, you can consider giving assistance services, such as counselling, to help employees deal with the new circumstances. A mentorship program or an open-door policy with management to raise issues as they emerge could be set up to help staff adjust to changes in how their new function is conducted. 5. Measure change results Key questions: Was the adjustment helpful in reaching the organisation’s objectives? How well did the change management process go? Is there anything that could have been done differently? At the end of the project, you should continuously assess the efficacy of your change management facilitation methods and keep track of any lessons learnt. Throughout the change management process, a structure should be in place to measure the business results of the changes and guarantee that chances for continuing reinforcement to build proficiencies exist. Speeding Things Up with Opportunity Framing Opportunity Framing is like looking at a scary, dark room and instead of being afraid, turning on the light to find it's actually full of cool, new toys. It's about showing everyone that change isn't just something we have to do; it's a chance to make things better and more exciting. This way, everyone feels more excited and less scared about the changes. By using the Ultimate Guide to Opportunity Framing , our change buddy (the Facilitator) helps everyone see the bright side of change, making the journey smoother and more fun. Ultimately, opportunity framing workshop can help find answers to the following questions: What are we working on and why? Does this type of change make sense for us? What are we hoping to accomplish and what is required? What issues do we need to consider and address? Which issues represent decisions, uncertainties…? Which of these decisions is the highest priority? What alternatives do we have to these? How will we decide between these? Who can help us? What do we need to do to gain clarity? Final message Hopefully, this article has explained that changes and new opportunities come, sometimes when you least expect them. You should take advantage of them, set goals, and actively include your stakeholders in the process. Change is essential, but it’s far from easy. Successful change management requires a collaborative process designed with you, which will be carried out with the help of skilled facilitation, professional communication, and innovative evaluation. Our professional change management facilitators, experienced in working with diverse clients, will use core tools to assist your change management approach. We begin by assessing your readiness for change and then tailor the program to your specific needs, capacities, and skills. We enable effective change while enhancing your people’s engagement and productivity. With empathy and dynamics, we’ll enable the organisation to embrace change confidently, allowing you to see a return on investment as soon as possible. Many companies have become masters of change, and yours can be one of them. Are you ready for a change? Reach out to either Iwona Wilson  or Susanna Durston  when you need a tailored change management facilitated workshop. Susanna Durston I Facilita Consulting   Susanna has over 25 years of experience in the resource industry and is an internationally certified facilitator. This extensive experience involved working in over 20 different functional areas, including projects, operations, developments, new energy, corporate affairs, finance, contracts and procurement, engineering and quality. Susanna has also mentored and coached over 100 employees in facilitation skills and delivered training to 2000 staff on project management. Susanna has a natural capacity to form relationships with people to develop an informed plan and positive interactions that will help companies achieve their goals. Contact Susanna – Facilita Consulting

Ever wonder why some projects succeed and others flop? A lot of the time, it's all about how they begin. Just like building a house, if the foundation isn't solid, the whole thing can come crashing down. This is especially true in project management, and the oil and gas industry has some valuable lessons for us.  While many discussions on project management focus on execution and closure, the real magic happens in the initial stages. This article delves into the crucial early phases of the opportunity and project lifecycle, highlighting the importance of a thorough project health check checklist to navigate these waters successfully. Some Projects Don't Make It Think about it: about 70% of projects across industries run into trouble because they didn't start off on the right foot. They didn't fully get the project idea, rushed through planning, or picked a solution without really checking if it was the best one. Projects can fail for a variety of reasons, but a significant factor is inadequate attention to the early stages. Failure to fully understand the idea, explore all potential solutions, and define the best course of action sets a shaky foundation for everything that follows. Starting Strong: The Oil and Gas Way The oil and gas sector has been nailing the early stages of project planning for years. Contrary to the traditional project management lifecycle, the oil and gas industry uses an opportunity and project lifecycle which begins well before planning and execution.  It encompasses three critical stages: Understanding the Idea (Assess): This initial phase is all about getting to grips with the project's core concept. What problem are we solving? Why is this project necessary? Exploring Solutions (Concept): Here, various solutions are brainstormed and assessed and decision criteria are defined. It's a creative and open-ended stage where no idea is too outlandish to consider. Defining the Best Solution (Development): Among the explored solutions, the best one is chosen based on feasibility, cost, impact, and alignment with the project's goals (or based on any other defining criteria) This approach is called Front-End Loading (FEL), and it's like doing your homework before you start the actual work. By nailing these early steps, projects in the oil and gas industry are way more likely to succeed. And the same can apply to any other industry! The Value of Front-End Loading (FEL) Front-End Loading is about investing time upfront to thoroughly assess an opportunity, identify the key value levers, pinpoint risks and uncertainties, and solidify a high-quality project solution before significant resources are committed. This careful, deliberate approach in the early stages can dramatically save you time and money and increase a project's chances of success. The chart above shows that even projects with good project management and execution but low project definition achieve lower outcomes than projects with good project definition and poor execution. Ultimately, the goal of FEL project management is to ensure that you are going to meet the schedule and budget (which determines the ROI) set for the project. Using opportunity framing improves front-end loading, which occurs throughout the first two phases of project lifecycle. The Power of a Good Checkpoint In these early stages, it's crucial to have strong checkpoints. Think of them as mini-tests your project needs to pass before moving on to the next level. Having a checklist can make this a whole lot easier. Click here  for a handy Project Gate Reviews Checklist that can help you make sure you're on track. Borrowing the Best Bits from Oil and Gas If there's one thing we can learn from the oil and gas folks, apart from their energy, it's how they frame their projects. About 80% of the value of a project is decided in these early stages. If you mess up here, you might end up working on something that's not right or doing it all wrong. Everything Starts with Good Framing At the heart of a successful project is good framing. They help everyone involved get on the same page and make sure the project is set up for success from the start. By giving the necessary attention and resources to the Assess, Concept, and Development stages, and by employing strategic tools like Opportunity Framing Workshops, project executives can set their initiatives on a trajectory towards success. By focusing on the early stages with the help of a detailed project health check checklist, you're not just planning a project; you're setting the stage for triumph. Start Your Project on the Right Foot In short, a project well begun is half done. By taking a page from the oil and gas industry's book and focusing on the early planning stages, you're setting your project up for a win. Remember, a good start is more than just planning—it's about making sure you're on the right track before diving in. Feeling ready to give your project the solid start it deserves? Great! We've got just the thing to help you out. Grab our Project Health Check Checklist. It's your go-to guide for making sure those early stages are as strong as they can be, setting the stage for everything that comes after. Don't leave your project's success to chance. Download the checklist  which includes a link to our Gate Reviews Template too. Kick things off with confidence. Your future self (and your team) will thank you!

Are you tired of seeing project after project fail to meet their goals? Do you think there's a way to improve project success rates and make a lasting impact? Imagine a world where every project had a solid foundation from the beginning. A place where teams are aligned, objectives are crystal clear, and risks are mitigated before they arise. Doesn't that sound like a dream? What if I told you it's within your grasp? This is where Opportunity Framing Workshops come into play. They are a Strategic Business Solution that ignites creativity, explores new perspectives, and drives meaningful change to your business. The purpose of this comprehensive guide is to introduce you to opportunity framing workshops; what they are, how they work, and how they can be leveraged to unlock your team's creative potential and boost strategic growth. Get ready to revolutionize your problem-solving approach and seize new opportunities! What are Opportunity Framing Workshops? "Strategic Business Solutions" workshops, or opportunity framing workshops, are dynamic sessions designed to challenge existing mindsets, encourage creative thinking, and identify new opportunities. Unlike traditional strategy meetings, these workshops provide a dedicated space for teams to collaboratively reframe problems as opportunities. By shifting the focus from limitations to potential, participants can generate innovative ideas and develop actionable strategies that drive business growth. What is the history of Opportunity Framing Workshops? Opportunity Framing has been used in the oil and gas and pharmaceutical industries for decades and is a value-improving practice. There is no academic definition of opportunity framing but most practitioners define it as: A structured process of defining and shaping an opportunity to identify its potential value and determine the best way to pursue it It’s Expressed as a facilitated workshop Can be applied for a new business venture, an idea, or a project; can be used in mergers and acquisitions, joint venture alignment, new start-ups, the strategic planning process - it's an innovation process - used for any new idea whatever the idea is about When it comes to the project lifecycle, it is used at the start of stage 1 the Assess, and often for reframing or frame validation at the start of stage 2, the Concept phase. The objective is to ensure the right problem is tackled, from the right perspective, by the right people at the right time, with the right tools. Opportunity framing involves considering various aspects of the opportunity, including its size, potential market, competition, stakeholders, organizational strategies and business objectives, short and long-term vision, resources including people, deliverables, activities, funding required, and risks involved. This information is used to develop a clear understanding of the opportunity, define the steps necessary to pursue it, and generate stakeholder alignment. By clearly defining an opportunity and understanding its potential, organizations can make informed decisions about how to pursue it. This is whether through investment, partnerships, or other means. Why projects should be framed? 2022 Studies from TeamStage , reveal that 70% of all projects fail. See some of the results of their study in their Editor’s Choice below. A very small percentage of site-based projects successfully reach the business goals specified at project authorisation. Historical evidence demonstrates that this issue has persisted in the past. Based on a study conducted by Independent Project Analysis, Inc. (IPA) in April 2010, as reported by Ashburn, Va. (Vocus/PRWEB), it was revealed that a mere one in three site-based projects successfully achieved the predetermined business objectives set during project authorization. Upon analyzing over 1,000 projects from more than 100 manufacturing sites worldwide, the study found that, on average, only 37 percent of projects at a given site met these success criteria. Why vast majority of projects fail? Several factors contributes to project failures, including insufficient project definition, project managers juggling too many concurrent projects, inadequate involvement of key project stakeholders during the definition phase, and implementing design changes after the final investment decision had been made. In our online course "Complex Projects - The Winning Game Plan", we explore why vast majority of projects fail. Watch Lesson 2 in Module 1 of the online course: "The Winners versus the Losers": Address Risks Early On In Your Project With Front-End Loading. For a project manager, front-end loading , or FEL, is not a new concept. When a project is front-end loaded , it means that you have put a significant effort into the planning or definition phase of the project. The chart above shows that even projects with good project management and execution but low project definition achieve lower outcomes than projects with good project definition and poor execution. Ultimately, the goal of FEL project management is to ensure that you are going to meet the schedule and budget (which determines the ROI) set for the project. Using opportunity framing improves front-end loading, which occurs throughout the first phases of an opportunity. In what situations can Opportunity Framing Workshops be beneficial? Imagine you're a small business owner looking to expand your operations. You're faced with a problem, you're not sure if you should invest in new equipment or open a new location. With Opportunity Framing, you can bring together a team of stakeholders, including employees, suppliers, and customers, and explore the different options. By creating a shared pool of meaning and understanding the different perspectives involved, you can make a more informed decision and increase the chances of success. Or perhaps you are an Executive looking to build a new LNG plant or expand the existing facilities and you want to understand how this new idea would fit into your business strategy and what work is required to make it happen before you invest anything. Or, let's say you're a project manager working on a large infrastructure project. The project is facing a problem with delays and cost overruns. With Opportunity Framing, you can bring together a diverse group of stakeholders, including engineers, contractors, and government officials, and explore the different causes of the problem. You can find possible solutions and agree on a plan of action by having a structured conversation. This can help get the project back on track and reduce the chances of further delays and cost overruns. Mergers & Acquisitions – framing potential acquisition targets prior to the investment or bringing on board a new project team once the investment has been made. Joint Ventures – overcoming the challenges of different working cultures and company expectations by framing the opportunity with the combined team. As you can see, the possibilities are endless with Opportunity Framing. The intent of this method is not to be too prescriptive but to provide enough room for people to leverage their own personal style and creativity. It's a tool that can help you think outside the box and come up with innovative solutions to the problems you're facing. What are the key questions to answer during the framing workshop? Here are the key questions asked during the framing workshop with the corresponding framing tools. What are we working on and why? (Opportunity Statement, Strategic Fit, Value Drivers) Does this type of opportunity make sense for us? (SWOT Analysis, Strategic Fit) What are we hoping to accomplish and what is required? (Definition of Success) What issues do we need to consider and address? (Issues raising) Which issues represent decisions, uncertainties…?(Issues Sorting) Which of these decisions is the highest priority? (Decision Hierarchy) What alternatives do we have to these? (Strategy Table) How will we decide between these? (Decision Criteria) Who can help us? (Stakeholders Analysis) What do we need to do to gain clarity? (Roadmap, Action Planning) Where else could Framing be used for? Here are some scenarios where opportunity framing workshops can be particularly beneficial: Strategic Planning: When initiating or revisiting strategic planning efforts, opportunity framing workshops can provide new tools to explore the current state in more depth that the traditional strategic planning process and therefore, help identify new directions or approaches. Problem Solving: When faced with complex challenges or stagnant growth, opportunity framing workshops can help shift perspectives and uncover innovative solutions. These workshops enable participants to reframe problems as opportunities, encouraging fresh thinking and the exploration of alternative approaches. New Product or Service Development: Prior to embarking on the development of a new product or service, conducting opportunity framing workshops can help define customer needs, identify market gaps, and generate creative ideas for product features or service offerings. Organizational Change or Transformation: During times of significant change, such as mergers, acquisitions, or shifts in the competitive landscape, opportunity framing workshops can assist in navigating uncertainty and proactively identifying new opportunities for growth and adaptation. Team Building and Collaboration: Conducting opportunity framing workshops can foster team cohesion, collaboration, and alignment. These workshops provide a space for individuals from different departments or teams to come together, share perspectives, and collectively work towards common goals. The Benefits of Opportunity Framing Workshops include: Creativity: Opportunity framing workshops create an environment where participants can think freely, question assumptions, and explore unconventional perspectives. This approach stimulates creativity and empowers individuals to generate fresh, outside-the-box ideas. Collective Intelligence: By bringing together diverse stakeholders, opportunity framing workshops foster collaboration and harness collective intelligence. Different perspectives and expertise fuel richer discussions, leading to more robust and innovative solutions. Strategic Agility: In today's rapidly changing business landscape, adaptability is key. Opportunity framing workshops equip teams with the mindset and tools to identify emerging trends, adapt to new challenges, and seize opportunities before competitors. Action-Oriented Approach: These workshops extend beyond generating ideas—they focus on converting insights into actionable strategies. Participants develop a tactical roadmap with milestones, activities, deliverables, and roles to implement identified opportunities. Tips for a Successful Opportunity Framing Workshop: Understand the objectives –as part of the preparation, understand what is it that we are trying to achieve collectively. Understand how this opportunity or a project can fit into organizational strategic directions – as part of preparation, conduct strategic fit analysis. Watch this video explaining what is a strategic for analysis. Decide on who needs to be involved and when – the key to success is to align the right stakeholders at the right time. For large and complex projects consider facilitating a strategic frame first with the key decision-makers to align upon the definition of success, value drivers and nonnegotiable givens before developing a tactical roadmap. Decide on the amount of preparation required – agree with the decision-makers up front what level of details is required as an outcome, how much work needs to be done to present the case, etc. Decide on the Framing Facilitator – select a Facilitator who has no vested interest in the outcome of this conversation, for example it should not be a Project Manager. Make sure that the Framing Facilitator is an expert in the Stage Gate Process, roadmapping and possess excellent facilitation skills. Selecting the right tools – make sure you don’t duplicate the tools but choose the right tools considering the context, the group, and your own preferences. Ensure that participants are familiar to some extent with the tools – so that they are not too surprised with the structure – check out my training course! Foster Psychological Safety: create an environment where participants feel safe to share ideas, challenge the status quo, and take risks without fear of judgment. Develop a roadmap: develop concrete roadmap with milestones, activities, deliverables, roles for the current and the next phase. Follow-up and Accountability: ensure ongoing commitment by establishing mechanisms for tracking progress, providing support, and fostering accountability among team members. Remember, the timing of opportunity framing workshops should align with your organization's readiness and availability of key stakeholders. It's important to ensure that participants can fully engage and contribute to the workshop without significant conflicts or distractions from day-to-day operations. The truth is early engagement and alignment hold incredible power. When we invest time and effort in framing projects or initiatives effectively right from the beginning, we set ourselves up for success. We establish a solid roadmap, anticipate potential roadblocks, and foster collaboration that drives us forward. Learn how we can assist you in Framing your next Opportunity. Book your free no - obligation 30 min consult here or email us at iwona@wilson.biz. Do you need our comprehensive training on Opportunity Framing and the Stage Gate Process? To learn more about the Stage-Gate Process and Opportunity Framing Workshops, we recommend self-paced online courses available here: Opportunity Framing Workshop Online Course Complex Projects - The Winning Game Plan Read about the curriculum and Watch the bonus sessions for FREE These courses are recommended for: Oil and gas, chemical, nuclear, government or construction, working on complex projects requiring multi-level stakeholders engagement. Development or Project Manager working at the Idea or a Concept stage. A Decision-Maker responsible for Go/No Go project decisions. A Functional Manager responsible for resource management and allocation. Framing Facilitator's responsible for framing opportunities at the idea or concept stage. Sky is the limit - Custom Solutions Every organization has its own set of needs and wants. If your organization is interested in training employees on the stage gate process and opportunity framing workshops, we offer tailored solutions. Please contact us here to discuss your requirements. Resources: https://conceptsystemsinc.com/the-benefits-of-fel/ https://teamstage.io/project-management-statistics/ https://www.ipaglobal.com/news/article/ipa-finds-that-most-site-based-projects-fail-to-meet-business-objectives/ https://facilita.com.au/importance-of-opportunity-framing/ courses.wilson.biz .

In the dynamic world of the oil and gas industry, the early project planning phases often resemble a complex puzzle. The same applies to the mining industry, renewables, railway, even nuclear, or chemical or any other industry where projects are complex, solutions are not clear, multiple objectives exist and there is a need for multi-level stakeholders’ alignment. Senior managers and project leaders are tasked with navigating a landscape filled with high level of uncertainty, challenges, high stakes, and vast potential. The key to mastering this puzzle lies in fostering cross-functional collaboration. However, many executives and project leaders underestimate its significance or misunderstand its true essence. In this article, we'll explore the importance of cross-functional collaboration in complex projects, exploring the key misconceptions, highlighting common mistakes while emphasizing the t ransformative potential of opportunity framing workshops. How big is this problem Research suggests that working in silos and poor cross-functional collaboration might cost a company almost $8,000.00 per day in wasteful expenses! The detrimental effects of poor cross-functional collaboration and siloed operations aren't limited to a specific industry. Companies across various sectors, including energy, mining, manufacturing, healthcare, and technology, can all suffer substantial financial losses due to these issues. Warren Buffett once wisely said, "It takes 20 years to build a reputation and five minutes to ruin it." In the context of poor cross-functional collaboration and its financial consequences, this quote is particularly relevant. Inefficiencies can quickly erode a company's reputation, which can translate into financial losses and lost opportunities. The $8,000.00 per day statistic serves as a reminder of the financial impact of working in silos and poor cross-functional collaboration within organizations. To mitigate these losses and unlock potential financial gains, it's important for companies to prioritize effective collaboration, break down silos, and invest in strategies and tools that promote cross-functional cooperation. “Employee engagement has reached its lowest level since 2015”, according to a new survey released by research firm Gallup. “About 32 percent of the 67,000 full- and part-time employees surveyed were engaged in their work in 2022, while 18 percent were actively disengaged. Active disengagement has risen each year since 2020 - Gallup Reports The Ripple Effect of Unity Cross-functional collaboration isn't just about different teams working together; it's a ripple effect that transforms organizations. For example , in an organization developing a new product, a project manager could assemble a cross-functional team comprising engineers, designers, marketers, and customer support reps. Their collaboration will bring comprehensive insights into all the important aspects of the product from the start. Cross-Functional Collaboration in the Energy Industry At the heart of the oil and gas industry lies the early project planning phase, where complex decisions determine the course of multi-billion-dollar projects. Cross-functional collaboration during the first two phases is about breaking down silos between exploration, engineering, procurement, production, operation, legal, health and safety, commercial, finance etc. teams. It ensures that the right opportunities are identified and framed properly, risks are understood, creative options are explored, value drivers and tradeoffs are understood, stakeholders assessed and resources are allocated effectively. This collaboration is the key to streamlining the process, from for example identifying potential drilling sites to securing financing and optimizing supply chains. The Power of Cross-Functional Collaboration at the Front-End Loading Unlocking the potential of cross-functional collaboration offers lots of benefits. It enhances decision-making capabilities, reduces project risks, improves resource allocation, and fosters innovation. Moreover, it minimizes the probability of costly project failures and ensures that projects are in line with the organization's strategic objectives. Especially during the Front End Loading, it is important to ensure that cross functional collaboration is sufficient so that the project can be well defined before significant investment are made. Research by Independent Project Analysis, Inc. (2011) has shown that project definition, or front-end loading, is one of the most significant drivers of project success. Well-defined projects cost less, take less time to execute, and operate better and they require cross functional collaboration especially in the early project planning phases. Myths That Cloud the Vision Cross-functional collaboration is not about creating endless meetings, drowning in email chains, or stifling individual creativity. In fact, misconceptions about it can deter leaders from realizing its potential. Common Misconceptions About Cross-Functional Collaboration: Micromanagement: Cross-functional collaboration is not synonymous with micromanagement. It's not about overseeing every detail but rather empowering teams to make informed decisions collaboratively. Endless Meetings: it's not about filling calendars with never-ending meetings. Efficient collaboration streamlines processes and reduces time spent in discussions. Loss of Individuality: it doesn't mean sacrificing individuality or innovation. It enhances creativity by integrating diverse perspectives. Common Mistakes Leaders Make: Neglecting Opportunity Framing: One common mistake is neglecting to frame opportunities properly at the project's inception. This can lead to vague project goals, missed market openings, and wasted resources. Communication Gaps : Failing to bridge communication gaps between different teams and decision-makers can result in misalignment, making it challenging to steer the project towards success. Underestimating Stage Gate Process: Overlooking the significance of the stage gate process can lead to poor decision-making and increased project risks. Opportunity Framing Workshops: Bridging the Gap: Opportunity framing workshops act as a catalyst for cross-functional collaboration. They provide a structured environment where teams can collectively identify, evaluate, and prioritize opportunities. The hands-on approach encourages shared understanding and empowers participants to frame projects effectively from their inception. Here is our video explaining briefly what is opportunity framing workshop Example: In a framing workshop, a cross-functional team comprising engineers, commercial, operation, corporate affairs, health and safety, finance experts, and procurement specialists collaborates to assess the feasibility of a new drilling project. Rather than micromanaging every detail, the facilitator guides the team in setting clear objectives, exploring project feasibility, and developing various options, decisions and strategies. This collaboration empowers each team member to contribute their expertise without the need for micromanagement. Example: In a large oil and gas organization, leaders tend to believe that more meetings equal better collaboration. However, through a framing workshop, teams can achieve the same level of collaboration in fewer, more efficient sessions. Framing workshops are goal-oriented, with predefined outcomes and well-distributed roles, ensuring that time is spent productively, not merely discussing. They usually take between 1 to 3 days. Example: Imagine a cross-functional framing workshop aimed at developing a novel renewable energy project. The team includes engineers, environmental scientists, marketing experts, and legal advisors. Rather than stifling individual creativity, this diversity fosters innovation. Engineers bring technical expertise, the scientists provide insights into sustainable practices, marketers contribute consumer insights, and legal advisors ensure compliance. The resulting project benefits from this collective creativity and addresses a broader spectrum of challenges. Watch this video where I interview my colleague Frank about what is an opportunity framing workshop: In each of these examples, it becomes clear that cross-functional collaboration, when correctly implemented through framing workshops, is far from micromanagement, excessive meetings, or stifling creativity. It's about harnessing the collective strength of diverse teams to address complex challenges and frame projects more effectively from their inception. The Stage Gate Process and Opportunity Framing: Understanding the stage gate process and the role of opportunity framing is pivotal for project managers and leaders in complex projects. These frameworks help in making informed decisions at key project milestones, leading to a higher success rate and a lower likelihood of costly recycle or project cancellation. In conclusion, cross-functional collaboration is not a luxury but a necessity in the oil and gas industry's early project planning phase as well as any other industry that eventuates around high impact complex projects. To embark on a journey of effective cross-functional collaboration and learn how to navigate the complexities of the energy sector, contact us today for training or to arrange a workshop. Contact us to discuss our training courses and workshops. We offer training courses on stage gate process and opportunity framing, online, in-person, off the shelf or custom made. Let's bring your ideas to life and begin your next project with unity and clarity. Recommended read: https://www.cascade.app/blog/diversity-matters-strategic-execution https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/global-and-cultural-effectiveness/pages/new-gallup-poll-employee-disengagement-hits-9-year-high.aspx https://www.wilson.biz/post/the-ultimate-guide-to-opportunity-framing-workshops

Is your business strategy a tangled web of ideas and disconnected components? Are you trying to bring clarity to the true value proposition of your organization and how to make it sustainable? Are you feeling stuck, searching for new innovative ways to help your clients solve their problems better? This article will explore what the Business Model Canvas is, how it differs from traditional strategic planning , who can benefit from it, its nine key areas, and its potential to help startups, small and medium-sized enterprises (SMEs) and nonprofits in defining their value proposition and connecting with customers. In today's dynamic business landscape, organizations need a robust framework that allows them to quickly articulate and evaluate their business strategies effectively. The truth is: your organization might not be ready to conduct strategic planning! You might be in a moment of time when you feel unsure about your existence, the customers, the problems you solve or needs you want to satisfy. This is where the Business Model Canvas (BMC) comes into play. This is where the Business Model Canvas (BMC) comes into play. Developed by Alexander Osterwalder and Yves Pigneur, the Business Model Canvas has revolutionized the way businesses approach strategic planning and value creation. What is The Business Model Canvas? The Business Model Canvas is a visual tool that enables organization to describe, analyze, and refine their business models. It provides a holistic view of the different elements that constitute a successful business, allowing stakeholders to understand how various components interact and contribute to the overall value proposition. How is the Business Model Canvas different from Strategic Planning? While strategic planning involves developing long-term objectives and determining the vision, focus areas, measures of success and course of action to achieve them, the Business Model Canvas focuses on visually capturing and evaluating the existing (or future) business model, all on one page. Strategic planning is about bridging the gap between where you are now and where you want to be, while Business Model Canvas is about understanding what problems you want to solve, who for and the relationships between the 9 building blocks. Who Can Benefit from the Business Model Canvas? The Business Model Canvas is a versatile tool that can benefit organizations of all sizes and across various sectors, especially: Startups can leverage it to refine their business ideas and identify potential revenue streams. Business Model Canvas will also help them explain their ideas clearly and concisely, especially if the idea is innovative and requires funding. SMEs can utilize it to adapt to changing market conditions and explore new growth opportunities. Additionally, nonprofits can employ the Business Model Canvas to enhance their social impact by understanding their value proposition, customer needs and connecting with donors and beneficiaries effectively. By clearly mapping out their customer segments, value proposition, and channels, these organizations can align their resources and activities to deliver maximum value and at the same time understand where do the money come from. What are The Nine Key Areas of the Business Model Canvas? The Business Model Canvas consists of nine essential building blocks: Customer Segments: Identifying and understanding the specific groups of customers your business serves. Without (profitable) customers no business can survive for long. For whom are we creating value? Whose problems do we want to solve and why? Who are the most important customers? Value Proposition: Articulating the unique value your products or services provide for a specific customer segment. What value do we deliver to the customer? Which customer needs are we (not)satisfying? What problems are we helping to solve? Channels: Determining the most effective distribution channels to reach and engage with your customer segment to deliver a value proposition. Through which channels our customer segments want to be reached? How are we reaching them now? How are our channels integrated? Which ones work best? Which ones are more cost - efficient? Customer Relationships: Defining the types of relationships your business needs to establish with customers to foster loyalty and satisfaction. What type of relationship does each of our customer segments expects us to establish and maintain with them? Which ones have we established? How costly are they? Revenue Streams: Identifying the different sources of revenue and monetization strategies for your business from each customer segment. For what value are our customers really willing to pay? How are they currently paying? How much each revenue streams contribute to overall revenues? Key Activities: Identifying the critical actions your business must undertake to deliver its value proposition and make the business model work. What key activities do our value proposition require? Our distribution channels? Customer relationships? Revenue streams? Key Resources: Identifying the essential assets, both tangible and intangible, required to operate your business and make the business model work. What key resources do our value proposition require? Our distribution channels? Customer relationships? Revenue streams? Key Partnerships: Establishing strategic alliances and collaborations that enhance your business's capabilities. Who are our key partners? Who are our key suppliers? Which key resources are we acquiring from partners? Which key activities do partners perform? Cost Structure: Identifying and managing the costs associated with running your business. What are the most important costs inherent in our business model? Which key resources are most expensive? Which key activities are most expensive? The details about building, evaluating and refining the business model are well described in the bestseller book ‘ Business Model Generation”. Recommend reading this book. What caught my interest browsing through this book again, is the Empathy Map , What is the Empathy Map? The Empathy Map is a tool developed by XPLANE, and it can be useful for defining a simple customer profile that goes beyond the usual demographic description. Because the customer segmentation is so linked with the value proposition, it will help you to understand what is that your customer is actually willing to pay for and why. For this reasons, picture one of your customers, and ask the following questions: What does she/he see in her environment? What problems does she encounter? What does she hear? What influences her/him? What does she really think and feel? What are her /his dreams and aspirations? What does she/him say and do? What are the customer's pain? What are her/his biggest frustrations? What does the customer want to gain? How does he/she measure success? What does she/he truly want? This simple exercise can be a game - changer, especially when you feel you might have lost your customer. Even if you are not convinced by the logic of the Business Model Canvas (BMC), just draw the Empathy Map to connect better with your customers and understand their real wants and needs. Click here to access the template and read about the improved template by XPLANE How Business Model Canvas can help with some of the biggest challenges faced by the Startups, SMEs and Nonprofits: Limited Resources: Startups, SMEs and nonprofits often operate with limited financial and human resources. With the Business Model Canvas, the emphasize should be on utilizing and leveraging of Partners and Channels in order to deliver value proposition effectively Unclear Value Proposition: Defining a clear and compelling value proposition is crucial for Startups, SMEs and nonprofits to differentiate themselves in the market. With BMC, you will learn how to articulate their unique value and communicate it effectively to their customer segment. Shifting Market Dynamics: Startups, SMEs and nonprofits operate in dynamic markets characterized by rapidly changing consumer preferences, emerging technologies, and evolving regulations. By learning how to define, evaluate and refine business model on a regular basis, you can monitor how the external influences impact your business model and the bottom line. Stakeholder Alignment: Engaging and aligning diverse stakeholders, including employees, customers, donors, and board members, can be complex. Making sure that everyone understands their role and how the organization works will enable you to identify priorities and move forward. Monitoring and Evaluation: Continuous monitoring and evaluation are essential for measuring progress and making informed strategic decisions. BMC is a simple tool which can allow for a deep conversation upon the most important 9 business building blocks in a structured manner. Overcoming these challenges requires a proactive approach and leveraging tools like the Business Model Canvas and Strategic Planning. Additionally, seeking external expertise or engaging facilitators can provide valuable guidance and support in overcoming these challenges, enabling Startups, SMEs and nonprofits to develop robust and actionable strategies. Challenges in Implementing the Business Model Canvas Although the Business Model Canvas provides a powerful framework, its implementation can present challenges. One of the primary hurdles is the need for cross-functional collaboration, alignment within the organization and clarity on actions. For this reasons, as soon as the organization designs their current business model, we recommend using SWOT analysis tool or even a strategic planning workshop in order to evaluate the changing environment, review the effectiveness of each of the Business Model Canvas building blocks, set directions, priorities and develop an action plan. Do you want help and guidance in defining, evaluating or refining your business model? Call me at +1 404.452.6417 or email me at iwona@wilson.biz and let's discuss your specific situation, organizational needs and expectations and whether the Business Model Canvas is good fit for you. It's a no obligation call - so why wait?