There is one thing for certain – our business schools have for a long time taught us models and theories that were suitable in stable, slow moving business environments. Our traditional levers of business excellence such as ‘control’, ‘measure’, and ‘efficiency’ now only hold a threshold value. They will not enable our survival in a fast moving, volatile, uncertain, complex and ambiguous (VUCA) environment.

For the most part, the business world has ignored the science. There is a disconnect between what businesses do and what science tells us. Sadly, businesses continue to use outdated processes and thinking patterns developed during the industrial age. Science and recent corporate experiences have proven these as ineffective and not suited to the ‘Imagination Age’ we now operate in. Today, creativity and imagination have become the primary creators of economic value.


Age of Imagination developmental workshop are designed for senior executives of organisations and key influencers to gather insights in order to harness the powers of their imagination, solve organisational technical and adaptive challenges in a creative way using cognitive insights in addition to the traditional analytical thinking. The workshops are designed to mature and progress the strategic direction of the organisation into an agile, flexible, resilient and aligned operational plan. Its main aim is to foster innovative thinking and design of services that take a pro-active approach to disruption in the market place.


The workshop introduces a number of variables to articulate and identify the value proposition of the business for various stakeholders and analyses the situation of the existing state of the business. The overall objective is to identify opportunities to fine-tune business’s value proposition. Executives will address and discuss the building blocks of their organisation business model including the key partners, key business activities, value proposition, customer relationship, customer segment, key resources, distribution channel, and cost structure and revenue stream. Specific outcomes will include: Create a shared language around business models and strategy Convert strategy discussions into practical outcomes Improve collaboration across disciplines and geographical boundaries Understanding factors that contribute to failures of start-up initiatives
The Balanced Scorecard is a strategic planning and management system that helps in breaking down intangible strategic vision into specific, actionable steps. This framework give leaders and managers tools they need to successfully improve organisational performance by measuring what matters, aligning the work people do on a day-to-day basis with the overall strategy, focus on the drivers of future performance, and prioritise the strategic drivers. The framework balances the organisational focus on four unique perspectives namely Financial Performance, Strengthening Stakeholder Relationships, Streamlining Internal Processes, and increasing Organisational Capacity to achieve the first 3 aspects. Executives will learn how to develop objectives, measures (KPIs), targets, and initiatives (actions) relative to each of these points of view.
Design Thinking is a creative design methodology that provides a solution-based approach to solving problems using a human centred approach. Design Thinking is particularly useful in tackling complex problems that are ill-defined, unknown or based on uncertainty. It focuses on understanding the human needs involved in framing the problem. It uses a collaborative approach by creating many ideas in brainstorming sessions and by adopting a hands-on approach in prototyping potential solutions and testing them in real-time. In this module the executives will explore the five stages of Design Thinking that will aim to empower them to apply the Design Thinking methods in order to identify creative solutions to complex problems that they may foresee in the complex environment they operate within.
Open Innovation is a more distributed, more participatory, more decentralised approach to innovation. This is based on the observed fact that useful knowledge today is widely distributed, and no organisation, no matter how big or small, how capable or not, could innovate effectively on its own. For organisations, open innovation becomes a more profitable way to innovate, because it can effectively and efficiently increase differentiation in the market, and create new revenue streams. It is counter to the secrecy and silo mentality of traditional corporate research labs and builds on the mindset of information age toward innovation. Open innovation ensures that the organisation's boundaries become permeable and that allows leveraging and combining the company resources with the external co-operators. Executives will explore different ways their organisations can utilize the open innovation characteristic within their business model to effectively and efficiently create value for their clients.
LEGO® SERIOUS PLAY® is a methodology designed to enable meaning, learning and creative collaboration to foster creative problem solving. Executives are led through a series of questions around a specific subject or a need area and use LEGO® SERIOUS PLAY® to build and imagine stories. Each participant builds his or her own LEGO® model. There are no right or wrong answers, and individual differences are considered a benefit instead of an obstacle. LEGO® SERIOUS PLAY® methods to dig deeper into the powerful process of creating impactful stories in 3D. The process helps to create an environment in which participants feel safe and comfortable sharing whatever they have on their mind. The participants will get a firsthand experience in unfolding their creative abilities to ‘Imagine’ possibilities beyond the existing ‘norms’. The executives will learn about and utilise 3 kinds of imagination– Descriptive Imagination, Creative Imagination and Challenging Imagination, in order to imagine the new world of Quality and Safeguarding under the NDIS framework.
No single improvement project defines an organisation’s future or its growth over time. It is the combination of projects when executed effectively achieve the growth and sustainability. Organisations working on noncritical projects end up spending as much as 50% of their time on non-project-related work contributing to inefficiencies. Organisations will need to be selective and careful in managing the set and mix of projects to embed their strategic agenda. Management must plan how the project set evolves over time, which new projects get added when, and what role each project should play in the overall development effort. The executives will learn to define and map the different types of development projects which will in turn provide useful information about how resources should be allocated. They will learn to categorise projects based on the amount of resources they consume and on how they will contribute to the organisations change plan. By mapping the project types, management can see where gaps exist in the development strategy and make more informed decisions about what types of projects to add and when to add them contributing to overall efficiencies.
The Buyer Utility Map as a strategy is made up of thirty-six possibilities of what a service provider can focus on to increase client’s awareness and influence choices. It helps to adopt thinking from a client needs perspective in pursuit of developing new and improved service offerings. It outlines all the levers organisations can pull to deliver exceptional utility to clients as well as the various experiences clients can have with a service they receive from the provider. This mindset helps service providers identify the full range of utilities that a service can potentially fill and in order to be more competitive and become a client’s first choice. By learning to locate proposed offerings on the thirty-six spaces of the buyer utility map, organisations can ensure that the improved service offerings removes the biggest blocks to utility that stand in the way of converting noncustomers into customers.
The ability to think analytically is important for any manager today. Business problems could be attributed to a number of variables interacting in complex ways. The module will engage executives in exploring structured cause and effect analysis in a collaborative and uncomplicated manner. This is important because, too often, managers and teams often accept easy explanations and don’t dig deep enough and as a result, problems remain. Leaders will learn to explore business problems like a data scientists. They will identify and articulate contributing factors for the systemic issues and challenges in their organisations in order to embed any change or improvement initiatives. Leaders will also collaboratively identify contingencies to implement controls in order to mitigate or eliminate the undesirable impacts.
The module will engage executives in exploring and analysing the competitive forces that shape their industry and how companies can position themselves for success. It will provide an overview of the different environmental factors to be taken into consideration in the development and implementation of a growth strategy. Leaders will assess the organisation’s internal capabilities and performance against the political, economic, social, technological, environmental, and legal factor in order to visualize a transparent case for where the organisation currently stands, where it needs to be and what gaps (discrepancies) exist. The discrepancies provide an opportunity to introducing innovating and creative solutions. The executives will learn to aim to becoming a provider of choice by clearly articulating the discrepancies and identifying improvement solutions for processes and service offerings.