Built Environment
Divisional Strategy
Sector: Built Environment (Infrastructure)
Governance: Government
Region: Australian State
Context / Challenge
Following a major departmental restructure, all People and Culture teams were brought together under a single division — “One Home.” The Executive Director needed to unify 60 team members, align divisional strategies with the organisation’s new strategic direction, and identify the skills required to deliver on those goals.
Intervention / Approach
A full-day strategy workshop was designed and facilitated to help the five divisional teams connect, clarify, and commit. Key elements included:
Bohm Dialogue to build understanding and psychological safety.
CliftonStrengths debrief to recognise team capabilities.
Presentation by the internal strategy team to ground the conversation.
Facilitated design sessions to align divisional priorities to organisational goals.
Commitment and value cards to capture individual accountability and engagement.
Outcomes / Metrics
Each of the five People & Culture divisions (60 participants) identified their top three strategic priorities for the year. Teams also produced a consolidated set of improvement ideas, including:
Becoming more agile and consistent.
Understanding and embracing AI in workforce planning.
Using data insights and dashboards for visibility.
Strengthening collaboration across the business.
Upskilling to lead change and benchmark externally.
Leadership Lift / What Changed
The day ended with renewed energy and shared ownership. Every participant made a personal action commitment — from checking in regularly with peers to building ecosystems (not silos) for getting work done. The process fostered both strategic clarity and emotional connection, setting the foundation for more coordinated execution across the division.
Interested in achieving similar alignment within your leadership teams? Book a time to talk.