Make Better Decisions. Faster.

Problem: Why is it taking so long to reach a consensus on the way forward? There was a bottleneck in defining the Vision, Mission and associated Strategies/ Objectives across a committee of representatives from partner organisations who were trying to articulate their views but the numerous corporate lexicons were amplifying the semantics and confusion.

Solution: vWall was utilised to collect each representatives words that they would use to describe each element of the Vision, Mission before and in the meeting.

Outcome: The feedback was quickly consolidated in the meeting real time revealing a large degree of alignment in the core words that the representatives were using, shaped at pace into a consolidated view of the Vision & Mission that achieved almost immediate consensus in the room. This extended to those representatives who could not make the meeting through the transparency of how the initial data collected from everybody was used. Time then allowed a quick cascade of follow on questions posed to the group through vWall with appropriate voting for prioritisation on strategies and associated high level action plans.

Problem: Why is it not going as fast as I’d like? The client needed to identify existing and future commercial innovations within a University portfolio, wrap them up in a new business entity to enable rapid growth.

Solution: They needed someone to facilitate a workshop to include all university stakeholders. vWall was chosen as it enabled a broader inclusion of not only the stakeholders in the room, but also those who could not attend directly. The anonymity also assured that everyone would have an equal voice regardless of their position.

Outcome: The initial brainstorm was initially stimulated by” How do you feel about commercialising your innovations?”, which quickly revealed a unanimous perception that there was a lack of trust in the current project leadership team to nurture the innovations that they had been incubating. Management of this perception with a new project leadership team and re-engaging with stakeholders was prioritised as the first step in order to mitigate likely delays in delivery with increased costs and lack of engagement.

Problem: Why don’t we ask the whole organisation what we can do better? There was a perceived lack of available capacity within local pharmacy stores to initiate or adopt any current initiatives.

Solution: vWall was utilised to accelerate feedback about what was taking up time unnecessarily, without disrupting the whole workforce to come to a workshop a simply link was made accessible to the whole organisation and as a way to vote which activities that if stopped would have the biggest impact.

Outcome: The initial brainstorm was stimulated by “ What can we stop doing tomorrow, safely?, which quickly revealed a plethora of easy to stop ideas. This was mandated by the leadership team which immediately released hours of latent capacity and where they could not be stopped vWall was used to stimulate ideas for simplification.