Digital Engineering Leadership Team
Two workshops that take the room from what people want to be true, to a five year roadmap they own.
Three to five statements written as if 2031 has happened, in the group's own words, that everyone in the room has voted on.
2031, 2029 and 2027 outcome states, each with the capability, standards, data, contracts and governance needed to reach them.
Specific actions for the next six to twelve months, each named and owned by someone with the authority to deliver it.
One thing each participant will personally do, sent back to them four weeks later so it still exists in November.
People leave saying they drove this, not that it was presented to them.
Frustrations are heard once, in private, and converted into ambitions before the day. Brett and the flagged consultant are both interviewed, so they contribute before they react.
Click any question to rewrite it. Your version is saved with your notes.
"Saying something that cuts against your executive is the point, not a risk."
A printed deck of themes, plus blank cards for whatever we missed. Tables read, discuss, and rank their top three. Twelve minutes at the table, ten reporting — and everyone has spoken inside fifteen minutes.
Drag a card, or click it. Click a ranked card to send it back. The two dashed cards are writable.
Three slides each, briefed in advance. One project office, one from outside transport, one from outside VIDA. Every presenter finishes on the same sentence, because it is the exact move the room makes next.
The test stays on screen the whole time: one sentence, no jargon, specific enough that someone could answer yes or no. Statements appear as they are submitted.
No votes, but someone stood up for it. It stays.
He answers what he heard, in the room, on the day. The second demonstration that this group is being listened to.
Everything the room wrote, in their hands, on their phones.
React, add, or say you are not sure. A second chance for anyone quiet on the day.
Playback includes what arrived in between, so nobody has to re-litigate.
Nothing new is asked for. It is session one's own output, held open for two weeks.
Including the parts that were not comfortable.
Playback of the prioritised set, including what arrived between sessions. Open challenge, open adjustment. These are editable — that is the point of the block.
People choose which North Star to work on. Layer one is what is true by 2029 and 2027. Layer two is what has to exist for that to be true — and that is where technology stops being the whole conversation.
Six to twelve months only. Each action owned by someone in the room with the authority to deliver it — which is why the executives are here rather than briefed afterwards.
Each person names one thing they will personally do that serves a North Star they choose. It does not have to appear on the roadmap. It comes back to them four weeks later, alongside it.
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One project office, one from outside transport, one from outside VIDA. The external one is the constraint.
GHD technical lead, or a guest for the Salix angle Andrew raised himself.
A single line travels to people who were not in the room. It can also flatten five statements into something nobody recognises. If yes, Andrew needs to know beforehand that the group is being asked to replace the existing DELT vision.
Theme cards cannot be finalised until interviews finish, then they have to be written, printed and checked.