Workshop blueprints
22 expert session frameworks across growth, cost, innovation, people, risk, and customer experience — plus a custom blueprint builder and open-session mode inside the platform.
Surface new customer channels and conversion levers before the next growth planning cycle — scored with the Bullseye traction framework.
A focused workshop to generate venture concepts that expand customer acquisition — new channels, conversion mechanics, and demand-generation bets — evaluated with the Bullseye Framework (from "Traction") for channel prioritisation.
Explore adjacent segments and offer expansion using a Jobs-to-be-Done lens on what customers are really hiring the product for.
Generate ideas for entering adjacent markets, extending offers, or repositioning for new customer segments — analysed through Jobs-to-be-Done (JTBD) theory.
Sequence market entry bets and surface localisation risk using the CAGE Distance Framework before capital commitment.
Workshop for geographic expansion ideas — market entry sequencing, localisation, regulatory navigation — scored against the CAGE Distance Framework (Cultural, Administrative, Geographic, Economic).
Reimagine pricing, packaging, and monetisation using a Van Westendorp price-sensitivity lens on real willingness to pay.
Generate concepts for pricing innovation, packaging changes, and new monetisation models — pressure-tested with the Van Westendorp Price Sensitivity Meter.
Identify ecosystem and channel partnerships mapped through the Value Net (co-opetition) framework so the exchange is genuinely mutual.
Workshop for partnership-driven growth — channel alliances, ecosystem plays, co-selling models — mapped using Brandenburger & Nalebuff’s Value Net framework.
Design activation, retention, and expansion loops using the Hook Model and AARRR funnel to drive growth from the product itself.
Generate PLG concepts — viral loops, self-serve activation, in-product expansion triggers — built on Nir Eyal’s Hook Model and the AARRR (pirate metrics) funnel.
Surface hidden cost-to-serve drivers with Activity-Based Costing before redesigning the operating model.
Cost-focused workshop targeting cost-to-serve, hidden operational drag, and service delivery economics — traced to specific activities using Activity-Based Costing (ABC).
Rethink manufacturing and delivery efficiency using Lean Value Stream Mapping to target waste, not just headcount.
Workshop for production and delivery cost reduction — automation, process redesign, supplier optimisation — grounded in Lean Value Stream Mapping.
Eliminate org structure, process, and handoff waste using the McKinsey 7S framework to keep every lever aligned.
Generate ideas for operating model change — org design, process simplification, handoff elimination — tested against the McKinsey 7S model (structure, systems, staff, style, skills, strategy, shared values).
Unlock procurement leverage and supplier efficiency using the Kraljic Matrix to weigh supply risk against profit impact.
Workshop for vendor management, procurement optimisation, and supply chain efficiency — positioned on the Kraljic Matrix (leverage, strategic, bottleneck, routine).
Resolve centralisation vs. autonomy trade-offs by testing each idea against centralised, federated, and hybrid operating archetypes.
Explore shared services models — centralisation benefits vs local autonomy, service catalogue design — framed by centralised/federated/hybrid operating archetypes.
Prioritise legacy modernisation and platform bets using the McKinsey Three Horizons model so H3 bets aren’t judged on H1 payback.
Workshop for digital transformation — legacy modernisation, platform builds, data infrastructure — classified by the McKinsey Three Horizons of Growth.
Generate new venture and revenue architecture concepts using Osterwalder’s Business Model Canvas and the Blue Ocean ERRC grid.
Live business model innovation — new revenue streams, value propositions, and venture architectures — mapped on the Business Model Canvas and stress-tested with Blue Ocean Strategy’s Eliminate-Reduce-Raise-Create grid.
Stress-test competitive threats using Christensen’s Disruptive Innovation Theory to match the response to the actual disruption pattern.
Rapid response workshop for competitive disruption — threats, pivots, defensive and offensive bets — classified with Clayton Christensen’s disruption theory (low-end, new-market, sustaining).
Identify high-ROI automation bets using a Value/Effort matrix, with human-in-the-loop RACI on every proposal.
Workshop for AI and automation — process automation, decision support, augmentation use cases — prioritised on a Value/Effort matrix with explicit human-in-the-loop RACI accountability.
Eliminate journey friction using the Kano Model and service blueprinting to separate basic fixes from true delighters.
CX-focused workshop — journey friction removal, service design, delight moment creation — classified with the Kano Model and mapped via service blueprinting.
Surface ways-of-working and leadership behaviour changes using the Competing Values Framework to name the culture shift honestly.
People-focused workshop on culture, engagement, and ways of working — placed on Cameron & Quinn’s Competing Values Framework (clan, adhocracy, market, hierarchy).
Close skills and workforce gaps using Build/Buy/Borrow/Bot logic, mapped against a 9-box performance/potential view.
Workshop for talent strategy — skills gaps, hiring models, capability building, workforce planning — decided with the Build/Buy/Borrow/Bot framework and the 9-box grid.
Design adoption and rollout strategies using the ADKAR model to pinpoint exactly which stage of change is weakest.
Change management workshop — adoption design, resistance mitigation, rollout planning — diagnosed with Prosci’s ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement).
Map operational, regulatory, and reputational exposure using Bow-Tie risk analysis to separate prevention from mitigation.
Risk workshop — operational resilience, regulatory compliance, reputational risk mitigation — structured with Bow-Tie risk analysis (threats, controls, event, consequences).
Identify ESG opportunities mapped precisely onto Porter’s Value Chain so the business case is tested stage by stage.
ESG workshop — sustainability opportunities, value chain impact, compliance drivers — mapped onto Porter’s Value Chain (inbound, operations, outbound, marketing, service).
Close controls and audit readiness gaps using the Three Lines of Defence model so fixes don’t duplicate existing oversight.
Governance workshop — compliance gaps, control design, audit readiness, policy modernisation — tested against the Three Lines of Defence model (operational controls, risk oversight, audit).
