Facilitation is a group working process that directly supports your organisation achieve desired goals.


As a facilitator, I am a neutral guide/catalyst/provocateur who gets and keeps a group focused on working towards their common goals. I take responsibility for the working process. The group is responsible for content, decision-making and implementation.


I bring your people and organisations together to enable you to focus on and work towards common goals.


Examples of processes I regularly facilitate include:


Cultural Integration: bringing people and organisations of different backgrounds together to enable them to focus on and work towards a commonly understand common goal (typically, International Senior Management Teams, International Projects).


Team Development: converting a group of highly talented individuals into a high performance team.


Problem Solving: first, solve the problem – get the business/project back on track. Later, ascertain the underlying causes and work towards alleviating them.


Mediation: of conflicts. Focus on mutually acceptable and beneficial solutions.


Strategic Planning: attaining buy-in from key players.


Large Group Events: real conversations in large groups enabling outcomes that move the organisation forward.



Design and Facilitation of Problem-Solving Workshops


Where people work together, there will always be problems: it's in the nature of people. And the problems are generally (if not always) people problems rather than technical.


My work as an external expert is to identify the problem source(s) and point towards a solution. You decide on appropriate solutions and implement them.


Examples of successful problem solving interventions:

  • Transportation: Hong Kong Airport Rail Link completed and opened on schedule
  • IT: Ensure renewed engagement by experts in a medium-sized software company following acquisition by global player
  • Financial Services: Alleviated resistance to introduction of integrated software system by experts in two of three units of an insurance corporation
  • Industrial: Overcoming Workers Council resistance to the introduction of more efficient production and logistics processes

All interventions are process oriented. With a variety of impulses and measures, the group is encouraged to re-focus on the original goals, gain clarity on their direction and to initiate a new commitment to the now necessary agreements and action plan.




Sometimes, people (and organisations) involved in a conflict simply get … stuck. Nothing moves. There is stagnation, frequently frustration, mutual blame, accusations: lack of constructiveness and … rising costs for the individuals and the organisation(s).


Generally, when a problem results in deadlock, an external mediator is more likely to be able to get the parties talking constructively with each other again than someone from within the organisation, simply because they are...external and neutral: i.e. they have no agenda, no intrinsic interest in any one party gaining an advantage and can normally be perceived by all parties as unbiased. This makes it easier to establish trust and hence re-establish focus on the true issues to be solved.


My role:

  • Research the issue through discussions with all stakeholders

  • Establish the framework and agree the guidelines

  • Agree the objectives

  • Work equally and confidentially with all the parties concerned

  • Focus on a solution

Examples of successful conflict resolution interventions

  • Automobile: Product quality and delivery schedule dispute between German HQ and Eastern Euopean manufacturing subsidiary of sub-supplier

  • Transportation: Averted cancellation of strategfically critical international project


Strategic Planning


You are laying out a new direction for your organisation.

For successful implementation, you require not only acceptance but also common understanding of the plan and its purpose as well as complete engagement from all stakeholders.


I support your design and buy-in process.



  • Financial Services: New direction following reorganisation

  • Transportation: Turn-around of a loss-making business unit

  • Consumer Products: Refocus business relationship with international suppliers

  • Youth Learning: Startegic direction for an international organisation


Large Group Events


Organisations regularly bring managers and employees together to meet, socialise, hear about specific projects, etc. This may be fine and at times enjoyable, but all too often, the concrete results do not match the investment.


Together with you, I will design enjoyable events with a purpose and achievable goals which move your organisation forward. Participants engage in meaningful conversations. They awaken and are keen to actively ensure organisational progress.


The approach: active involvement and engagement of all participants using elements from a range of methods as appropriate, including: appreciative inquiry, open space, world café, dialogue.




  • Industrial Control Systems: Worldwide annual sales conference to assess success and refocus strategy
  • Design for Environment: Kick-off meeting for large-scale international project
  • Technology: Establish new proactive positively-oriented management culture


Shaping and Implementing Visions


A clear vision enables people and organisations to see where they are going and why they are going there. It provides a means of identification, orientation and direction.

But, a vision alone is not enough … it must be lived.


Vision finding processes enable:

  • The creation of a vision that is meaningful and liveable

  • Clarification of the implementation process

You are led from the past, through the present, to the future.

At each stage, together, we assess the status, the learning and re-establish direction.

Four critical questions remain
in focus throughout:


Appreciate the past.

Recognise the present – this defines your need.

Take the first steps to building the future … engage your people!



  • Biotechnology: Vision search with complete management team following international acquisition
  • IT: Completely new orientation following acquisition