case study 03

 

 

 

• constraint: low trust + "communication" framed as extra work
• intervention: offsite bonding container + repeatable annual structure
• result: sustained cross-office connection + event adopted as annual

 

 

 

 

context

a multi-office engineering organisation across the UK wanted stronger collaboration between offices, especially among graduate engineers.

my role

I initiated the strategy, secured senior buy-in, designed the experience, managed logistics, and delivered the offsite.

timeframe

1 month planning + 1 weekend delivery

the constraint

communication was being treated as a task, not a relationship. the proposed solution (presentations) increased friction instead of trust.

the coherence move

instead of forcing collaboration, I built the conditions that make collaboration inevitable: shared experience, bonding, and memory.

result

a low-cost offsite created a repeatable cultural mechanism. it was adopted as an annual graduate event and cross-office communication improved.

 

situation

graduates across multiple UK offices were not connecting consistently. offices had different areas of expertise, so the organisation lost the benefit of shared learning and coordination.

  

objective

increase cross-office collaboration by strengthening graduate relationships in a way that would actually be adopted.

 

discovery: the constraint beneath the constraint

the real issue was not a lack of meetings. it was the absence of social trust and belonging across offices. without bonding, “communication” feels like additional work and people disengage.

 

the coherence move

build a bonding-first environment where trust forms naturally, so that communication becomes lighter and self-sustaining afterwards.

 

the intervention

a structured weekend offsite designed for bonding, shared activities, and informal connection - supported by internal visibility so the value was recognised and repeatable.

 

Implementation

step 1 - reframe the approach

I rejected the presentation-based format and instead proposed an offsite designed to create genuine connection.

step 2 - secure senior buy-in

I pitched the concept to senior management and was asked to develop a proposal with a cost breakdown.

step 3 - design for adoption

I created a graduate poll outlining multiple weekend options. the majority chose cabins, increasing ownership and attendance likelihood.

step 4 - build a cost-controlled plan

I sourced a cabin site in the Lake District and organised the use of company cars to reduce travel costs.

step 5 - architect the bonding mechanics

I organised activities designed to create shared memory and team bonding (e.g. paintballing, hill climbing, barbecues).

step 6 - document and legitimise the value

I took photos throughout the weekend and shared them internally so the impact was visible and socially reinforced.

 

Results

the full weekend cost approximately £2,000 for 20 graduates. the company adopted the event as an annual graduate programme. afterwards, cross-office communication improved.

 

what this demonstrates

• distinguishing surface symptoms from the real constraint

• designing an intervention that people actually want to participate in

• creating culture mechanics that become repeatable systems

• cost-aware execution with high internal leverage

• turning an abstract goal (“collaboration”) into a concrete structure

 

work with me

if your organisation is stuck in complexity - growth, priorities, structure, execution - I can help you find the root constraint and restore clear movement.