SIX WORKSHOPS
Choose the workshop by the problem you have
OPPORTUNITY FRAMING
Decide what the project is for, before capital is committed
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A new opportunity needs a roadmap before more money goes in
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Scope keeps shifting, or projects keep coming back for rework and surprise you at approval
You leave with: Agreement on what the project must deliver, the options worth studying, and a plan to the next approval point. In writing: a Framing Report and a one-page summary for executives.
In the room: sponsor, project lead, functional leads · 8–25 people
Typical length: 2–3 days, or 3-hour virtual blocks
ALIGNMENT
The right people, the right process, one direction
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A new leadership team, project team or sponsor
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Owner and contractor, or JV partners, before a new phase or execution
You leave with: a clear definition of success, shared priorities, clear decision rights and an agreed way forward
In the room: accountable leader and key counterparts · 6–25 people
Typical length: 1–2 days, or two 3-hour blocks
LESSONS LEARNED
Turn experience into something the next project can use
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At a gate, a major milestone or close-out
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The same problems keep recurring and nobody can say why
You leave with: lessons tied to real causes, and actions with owners
In the room: team, client, contractors · 8–25 people
Typical length: half a day to 2 days
STRATEGIC PLANNING
One direction, clear priorities, a plan the leaders own
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The previous plan no longer describes reality
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Too many initiatives and not enough people to deliver them
You leave with: ranked priorities, sequencing and a plan with owners
In the room: leadership team and next level · 6–25 people
Typical length: 1.5–2 days, or three 3-hour blocks
ORGANIZATIONAL SUMMIT
Bring a large organization into one conversation
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A new strategy, merger or transformation needs people across the organisation behind it
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A complex, cross-organisation challenge that no single team can solve
You leave with: a shared direction, priorities owned across teams, new ideas, and renewed energy and focus
In the room: leaders and teams across functions and levels · large groups
Typical length: 1–2 days
BOARD RETREAT
Time away from the agenda to look at the whole picture
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An annual strategy review, or a major decision on the horizon
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A new chair, new directors or a change in the board’s role
You leave with: agreed strategic priorities, clarity on what the board decides and what management decides, and next steps with owners
In the room: directors, the CEO and selected executives · 6–15 people
Typical length: 1–2 days, often off-site
HOW EVERY WORKSHOP RUNS
Most of the work happens before anyone enters the room
CLARITY SESSION
One hour with the sponsor. We tell you honestly whether a workshop is the right tool.
BEFORE
Stakeholder interviews or a confidential survey, the key documents, an agenda and a pre-read.
DURING
A structured process that brings the real issues into the room and ends in decisions, recommendations or an agreed way forward .
AFTER
Written report within five working days, a sponsor debrief and an optional 30-day check-in.
“The end result was a team that loved what they were doing.”
Hannes Barnard, Risk Manager
“Iwona provided a style and process that allowed all participants to be involved.”
Jarod Monaghan, Project Manager
“The topic of the workshop required Iwona to navigate a diverse range of views and she did so with confidence and diplomacy.”
Laura Kjellgren, Corporate Affairs Manager
START HERE
Tell us about the decision you need to make
Pick a time for a 30 minutes clarity session. Nothing to prepare. We will tell you honestly whether a workshop is the right tool.