|
Roche Pharmaceuticals
Used LEGO SERIOUS PLAY during 1 day of a 5-day Mobilizing Leaders programme run by IMD,
the International Institute for Management Development in Lausanne,
Switzerland, for Roche Pharmaceuticals’ top 300 project leaders (the
programme was offered three times per year for three years) with the aim of
increasing the effectiveness of project leaders in early drug discovery.
Your facilitation has created the platform for the desired open dialogue across the organisation. I look
forward to continuing the process in the coming months and achieving our goal
to ‘mobilize the organisation’
Jonathan Knowles
President, Roche Global Research, Basel |
|
Swisscom
In the spring of 2008, Swisscom asked CAPRESE to develop part of a 4-day programme to re-invent the company's Customer Experience Design process. This module used
LEGO SERIOUS PLAY to help designers construct valid business cases for the prototypes in development, by exploring the business eco-system surrounding the prototypes.
CAPRESE refined the module incrementally, based on observations and feedback of each session.
In January 2009, CAPRESE organised a full facilitation training session for Swisscom's internal trainers, thereby allowing Swisscom to facilitate the business eco-system module autonomously. |
|
Honeywell
Used LEGO SERIOUS PLAY as part of a 2-day workshop to help the heads of European R&D facilities explore possibilities for improving the management of their product development projects.
|
|
United Nations Development Programme
Used LEGO SERIOUS PLAY as part of a 3-day strategy retreat to help the United Nations Development Programme (UNDP) Geneva Liaison Office develop a coherent strategy and work plan for 2010.
This was the first time we explicitly blended LSP and World Café.
|
|
Aerolia / Airbus / LEGO
In December 2008, at the request of and in collaboration with LEGO management, we facilitated two workshops at Airbus' Méaulte factory. The first one-day workshop was designed to help the A380 nose cone development team explore their programme management difficulties. The following day, we worked with the Executive Committee of the future separate EADS subsidiary, Aerolia, which was officially established a month later. |
|
Playground
Used LEGO SERIOUS PLAY as part of a 5-day programme to help a Sales Team improve the internal working processes and communications. |
| 
|
Itecor
Used the SERIOUS PLAY methodology to enable the CEO to introduce a new
organisational structure to the senior management team in this Vevey-based
consultancy firm, which helps large organisations in the management
of complex IT systems. By modelling and discussing the new roles and
competencies, the proposed structure was modified and refined with the
input of the senior management team, who enthusiastically cascaded the
new structure and communication processes throughout the organisation.
|
|
Ecole Hotelière Lausanne (EHL)
Ran a 1-day bilingual retreat (English-French) for EHL’s Strategic Management
Committee, which started with an analysis of team behaviour and patterns,
focussing team members on appreciating the contribution and value of each
individual; the team then built up a collective identity and constructed an
entire landscape around the School, through which they were able to identify
the opportunities, challenges, and obstacles on their path towards
accreditation. The session was used as a launch pad for organisational change.
Bien que très sceptique au départ sur le but de l'exercice, je dois dire que très
rapidement je me suis prise au jeu. J'ai admiré la facilité avec laquelle
vous êtes arrivés à faire intervenir tout le monde. Généralement timide,
j'interviens assez peu dans un grand groupe, ä moins que le sujet ne
m'interpelle et provoque une réaction immédiate presque épidermique.
Arlette Walther
EHL Faculty Member |
|
Stryker
Included a LEGO SERIOUS PLAY session as part of a larger programme aimed at helping a
12-member Marketing & Communications team understand the varying impacts
of individual behaviour on the team and identify communication strengths and
weaknesses, with the focus on building appreciation of the characteristics
and helpful differences of others on the team, in order to create more
effective relationships. |
|
Taylor Woodrow
Used LEGO SERIOUS PLAY during 1 day of an Executive Development module, “Strategically
Managing the Business” run by Cranfield University School of Management to
provide a framework for Taylor Woodrow’s senior leaders to build a strategy
to become the leading developer of living and working environments in the UK
-- based on the corporate values of imagination, craftsmanship, precision,
expertise, teamwork, and responsiveness. |
|
Texas Instruments
Used LEGO SERIOUS PLAY during 1 day of a 3- day module designed for Texas Instruments
on “Executing in Complex Environments” run by the HEC School of Management
(Paris) to help participants develop a systemic understanding of their
organisation, explore how the different actors impact its responses to
internal and external events, and identify system structures that facilitate
and/or hamper individuals and teams in executing strategy. |
|
GIZ
In November 2011, Eli facilitated a multi-cultural, multi-lateral stakeholder consultation workshop on Energy Efficiency policy in Indonesia. A full description of this event can be found on the seriousplaypro web site.
In November 2010, CAPRESE was mandated to help the Sustainable Industrial Areas Working Group of GTZ to develop elements of a marketing strategy and instruments to support this strategy with the aim of disseminating GTZ-sponsored tools and methods which can be used for Industrial Areas to a wider public. The Eco-Industrial Development Toolbox is the portal for these tools and CAPRESE developed:
a suite of Quick User Guides for the more well-documented tools
a Tool Selector Tool: a Guide to using the EID Toolbox in order to identify the most appropriate tools for a given programme and how to be able to use it effectively
a list of organisations and institutions that might be targeted as potential users of the methods and tools in the EID Toolbox
|
|
CWGER
Used LEGO SERIOUS PLAY and World Café, as well as more conventional facilitation techniques to run a 5-day strategy workshop for the United Nations Cluster Working Group on Early Recovery (CWGER). Building on the lessons learned over the period 2005-2010, Early Recovery advisors worked with CWGER staff to develop guiding principles for the next five years and practical recommendations for implementation and mainstreaming these guidelines throughout the UN agencies active in the Early Recovery arena.
This workshop was delivered under the flag of our partners Optimis Sàrl. |
|
CCICED/GTZ
Through our close relationship with GTZ, in late October 2009, at short notice, CAPRESE was asked to proof-read and edit the Executive Summary of a report produced by the Task Force on Energy Efficiency and Economical Instruments for Environment of the China Council for International Cooperation on Environment and Development (CCICED) in preparation for the CCICED's Annual General meeting to be held on 11th November 2009. Two days after delivering the corrected executive summary of 40 pages, we were asked to do a "best effort" on editing the full report (280 pages) within 72 hours, before both documents had to be sent to the publishers. |
|
United Nations Development Programme
Used LEGO SERIOUS PLAY as part of a 3-day strategy retreat to help the United Nations Development Programme (UNDP) Geneva Liaison Office develop a coherent strategy and work plan for 2010.
This was the first time we explicitly blended LSP and World Café. |
|
Roche Pharmaceuticals
Used LEGO® SERIOUS PLAY® during 1 day of a 5-day Mobilizing Leaders programme run by IMD,
the International Institute for Management Development in Lausanne,
Switzerland, for Roche Pharmaceuticals’ top 300 project leaders (the
programme was offered three times per year for three years) with the aim of
increasing the effectiveness of project leaders in early drug discovery.
Your facilitation has created the platform for the desired open dialogue across the organisation. I look
forward to continuing the process in the coming months and achieving our goal
to ‘mobilize the organisation’
Jonathan Knowles
President, Roche Global Research, Basel |
|
Swisscom
In the spring of 2008, Swisscom asked CAPRESE to develop part of a 4-day programme to re-invent the company's Customer Experience Design process. This module used
LEGO SERIOUS PLAY to help designers construct valid business cases for the prototypes in development, by exploring the business eco-system surrounding the prototypes.
CAPRESE refined the module incrementally, based on observations and feedback of each session.
In January 2009, CAPRESE organised a full facilitation training session for Swisscom's internal trainers, thereby allowing Swisscom to facilitate the business eco-system module autonomously.
|
|
Honeywell
Used LEGO SERIOUS PLAY as part of a 2-day workshop to help the heads of European R&D facilities explore possibilities for improving the management of their product development projects.
|
|
United Nations Development Programme
Used LEGO SERIOUS PLAY as part of a 3-day strategy retreat to help the United Nations Development Programme (UNDP) Geneva Liaison Office develop a coherent strategy and work plan for 2010.
This was the first time we explicitly blended LSP and World Café.
|
|
Aerolia / Airbus / LEGO
In December 2008, at the request of and in collaboration with LEGO management, we facilitated two workshops at Airbus' Méaulte factory. The first one-day workshop was designed to help the A380 nose cone development team explore their programme management difficulties. The following day, we worked with the Executive Committee of the future separate EADS subsidiary, Aerolia, which was officially established a month later.
|
|
Università della Svizzera Italiana
We use LEGO SERIOUS PLAY as an example of a projective method in an annual one-day session we run within the Masters in Communications programme.
|
|
Playground
Used LEGO SERIOUS PLAY as part of a 5-day programme to help a Sales Team improve the internal working processes and communications.
|
|
|
Itecor
Used the SERIOUS PLAY methodology to enable the CEO to introduce a new
organisational structure to the senior management team in this Vevey-based
consultancy firm, which helps large organisations in the management
of complex IT systems. By modelling and discussing the new roles and
competencies, the proposed structure was modified and refined with the
input of the senior management team, who enthusiastically cascaded the
new structure and communication processes throughout the organisation.
|
|
Ecole Hotelière Lausanne (EHL)
Ran a 1-day bilingual retreat (English-French) for EHL’s Strategic Management
Committee, which started with an analysis of team behaviour and patterns,
focussing team members on appreciating the contribution and value of each
individual; the team then built up a collective identity and constructed an
entire landscape around the School, through which they were able to identify
the opportunities, challenges, and obstacles on their path towards
accreditation. The session was used as a launch pad for organisational change.
Bien que très sceptique au départ sur le but de l'exercice, je dois dire que très
rapidement je me suis prise au jeu. J'ai admiré la facilité avec laquelle
vous êtes arrivés à faire intervenir tout le monde. Généralement timide,
j'interviens assez peu dans un grand groupe, ä moins que le sujet ne
m'interpelle et provoque une réaction immédiate presque épidermique.
Arlette Walther
EHL Faculty Member |
|
Stryker
Included a LEGO SERIOUS PLAY session as part of a larger programme aimed at helping a
12-member Marketing & Communications team understand the varying impacts
of individual behaviour on the team and identify communication strengths and
weaknesses, with the focus on building appreciation of the characteristics
and helpful differences of others on the team, in order to create more
effective relationships. |
|
Taylor Woodrow
Used LEGO SERIOUS PLAY during 1 day of an Executive Development module, “Strategically
Managing the Business” run by Cranfield University School of Management to
provide a framework for Taylor Woodrow’s senior leaders to build a strategy
to become the leading developer of living and working environments in the UK
-- based on the corporate values of imagination, craftsmanship, precision,
expertise, teamwork, and responsiveness. |
|
Texas Instruments
Used LEGO SERIOUS PLAY during 1 day of a 3- day module designed for Texas Instruments
on “Executing in Complex Environments” run by the HEC School of Management
(Paris) to help participants develop a systemic understanding of their
organisation, explore how the different actors impact its responses to
internal and external events, and identify system structures that facilitate
and/or hamper individuals and teams in executing strategy. |
