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Company's situation and key actions in planning - LEGO Serious Play Workshop

This workshop design is a very useful and constructive one with very tangible results for the companies, I have facilitate this workshop in different kind of companies and it was really worked, it opened a new opportunity between managers and staff to communicate about company or department situation.
It is a very good opportunity for those managers who want to go to change phase but they don't know where to start.
There are some tips and tricks that I found during its implementation in different departments and different companies.
I am able to customize and facilitate it in your company.
It is a one day (8 hours) workshop for maximum 12 persons.

Company's situation and key actions in planning - LEGO Serious Play Workshop

  1. 1. Designed by: Mohamad Mahdi Afshar Azad Facilitator & Workshop Designer Email: afsharazad@gmail.com Company’s Situation and Key Actions in Planning LEGO Serious Play Workshop
  2. 2. Topics September 13th Introduction & Warm up (skill building) 10 - 11.15 Break 11.15 - 11.30 Challenge 1 - Strengths 11.30 - 12.15 Challenge 2 - Weaknesses 12.15 - 13 Lunch 13 - 14 Challenge 3 - Opportunities 14 - 14.45 Challenge 4 - Threats 14.45 - 15.30 Actions - Key Actions 15.30 - 16.30 Team Insight 16.30 - 17 Discussion ……. Agenda ‫ﻣﻮﻻﻧﺎ‬ ‫ﯾﺎ‬ ‫ﻋﻠﯿﮏ‬ ‫اﻟﻠﻪ‬ ‫ﺻﻠﯽ‬ ‫ادرﮐﻨﺎ‬ ‫اﻟﺰﻣﺎن‬ ‫ﺻﺎﺣﺐ‬ ‫ﯾﺎ‬
  3. 3. Serious Play workshop rules: 1. Every body have to BUILD / every body have to TALK! 2. You have to talk about what you have built, Nothing else. 3. Talk very CLEAR and CLEAN OUT. 4. You are not able your electronic devices (mobile phone, …) without facilitator permission. Except Mr. Hassan Shamkhani
  4. 4. Build a Tower and make it higher as possible. The Tower must Start with this piece! The Tower must End with this piece! You can only Use Green and Yellow bricks Strength Stability
  5. 5. Build One of these Models! Use your Model to Tell a Story about one of your colleagues! You can complete the model and It could be positive or negative point!
  6. 6. Build a Model to express a nightmare boss/manager. Disgusting!! Never like to work with him
  7. 7. Build a Model to express what motivates you in your job!
  8. 8. Break!
  9. 9. Strengths describe the positive attributes, tangible and intangible, internal to our organization. They are within our control. 1. What do you do well? 2. What internal resources do you have? Think about the following: • Positive attributes of people, such as knowledge, background, education, credentials, network, reputation, or skills. • Tangible assets of the company, such as capital, credit, existing customers or distribution channels, patents, or technology. 3. What advantages do you have over your competition? 4. Do you have strong research and development capabilities? Manufacturing facilities? 5. What other positive aspects, internal to your business, add value or offer you a competitive advantage? Challenge 1 Strengths (internal, positive factors) Build a Model and tell a story about one of our important strengths!
  10. 10. Challenge 2 Weaknesses (internal, negative factors) Build a Model and tell a story about one of our important weaknesses! Weaknesses are aspects of your business that detract from the value you offer or place you at a competitive disadvantage. You need to enhance these areas in order to compete with your best competitor. 1. What factors that are within your control detract from your ability to obtain or maintain a competitive edge? 2. What areas need improvement to accomplish your objectives or compete with your strongest competitor? 3. What does your business lack (for example, expertise or access to skills or technology)? 4. Does your business have limited resources? 5. Is your business in a poor location?
  11. 11. Challenge 3 Opportunities are external attractive factors that represent reasons your business is likely to prosper. 1. What opportunities exist in your market or the environment that you can benefit from? 2. Is the perception of your business positive? 3. Has there been recent market growth or have there been other changes in the market the create an opportunity? 4. Is the opportunity ongoing, or is there just a window for it? In other words, how critical is your timing? Opportunities (external, positive factors) Build a Model and tell a story about one of the most important opportunities!
  12. 12. Challenge 4 Threats include external factors beyond your control that could place your strategy, or the business itself, at risk. You have no control over these, but you may benefit by having contingency plans to address them if they should occur. 1. Who are your existing or potential competitors? 2. What factors beyond your control could place your business at risk? 3. Are there challenges created by an unfavorable trend or development 4. that may lead to deteriorating revenues or profits? 5. What situations might threaten your marketing efforts? 6. Has there been a significant change in supplier prices or the availability of raw materials? 7. What about shifts in consumer behavior, the economy, or government regulations that could reduce your sales? 8. Has a new product or technology been introduced that makes your products, equipment, or services obsolete? Threats (external, negative factors) Build a Model and tell a story about one of the most important threats!
  13. 13. Challenge 5 Your suggestive action model must consider internal and external situations. in order to build your model, you can think about below questions: 1. Strength - Opportunity Strategies: Which of the company’s strengths can be used to maximize the opportunities you identified? 2. Weakness - Opportunity Strategies: Which action can you take to minimize the company’s weaknesses using the opportunities you identified? 3. Strength - Threat Strategies: How can you use the company’s strengths to minimize the threats you identified? 4. Weakness - Threats Strategies: How can you minimize the company’s weaknesses to avoid the threats you identified? Strategic Action Build a Model and tell the most important Action that you think we need to do in our shot term planning.
  14. 14. Challenge 6 The below questions are important to be answered in telling the story about the connections. • What is the relation? • What is the nature of the relation? (rigid, flexible, solid, …) • What flows in the connection and how that impacts nature? Strategic Action Build the Connections Connect your model to most important internal and external situation that has most effect on them.
  15. 15. Challenge 5 Strengths Opportunities Weaknesses Threats Landscape Design

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