Manufacturing · Danish industrial company (anonymised)
From 120 interpretations to one direction.
The situation
A new strategy had been approved and rolled out to every manager. Everyone knew the words. Nobody used them the same way.
The tension
The executive team thought communication was the problem. It was interpretation.
What was at stake
An investment programme had to be prioritised by people who disagreed on what mattered most.
The play
A day where each manager first made their own interpretation explicit — then had to prioritise real cases by it.
The experience
The disagreement surfaced within the first hour. The rest of the day was spent deciding what holds.
What changed
The programme was prioritised in one day instead of over a quarter, and afterwards the managers explained the trade-offs in the same words.
"In six hours we got the strategy we'd been trying to write down for half a year."
Related situations
Sound like you?
Same problem?
Different starting point.
We always start with your situation, not with a package.