The relationship to region provided direct connections to the supply chain challenges and opportunities that the collective group had control over.ġ. Process: 15 questions, created between the Senior Leadership team and facilitator, all connected to themes of people, customers and numbers. Questions were designed to move the leader from the balcony to the dance floor, to provide them with company discussion as well as inputs/outputs from their region. These 3 messages became the anchor for the workshops and provided learning chunks, while keeping a focus on what is important for the participant and the company. Purpose: To connect new team members, understand their business knowledge while creating an opportunity to share expertise and focusĭesign – Business Bingo was conducted with the intent that all leaders from the Executive to the Front line would –
The 75 minute activity is simple, adds value and creates a great workshop anchor, something I would like to share:īusiness Bingo: It was first initiated by the Executive Vice President to engage his Senior team in what is important and to set the scene for the desired culture. One example was that of two gents who lived in the same regional town, had worked within a km of each other at the same company for years, had roles that impacted the others performance and had only ever spoken on the phone. They met at the workshop in the first activity, which they announced had provided immediate workshop value. Over the course of the workshops it became obvious the number of leaders who had never met, even though their roles depended upon each other. There were 5 x 3 day workshops with an average of 30 leaders per workshop. The sessions were focussed on forming and storming the new teams, with the agenda focussing on the “why”, creating role clarity and providing opportunities for senior leaders to hear from their regional frontline leaders, on what was working and how it could be done better, it was a true collaboration process. These 3 day events were to assist the standing up of a new Operations structure by connecting local delivery with the National strategy and desired culture. Last year I had the pleasure of facilitating strategy workshops for Operations teams across Australia.
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