How Experience Wellington narrowed down to three strategic priorities

Senior activity was being dominated by business as usual and organisational development kept slipping down the list - making it difficult to make strategic progress and improve performance. Alicia was brought in to help sharpen focus and gain consensus on key priorities.

For the workshop, the team needed to critically examine Experience Wellington’s overarching strategy and goals as well as various strategic plans, in line with their vision, purpose and values.

Pat Stuart, Experience Wellington CEO was impressed by Alicia’s quick and insightful grasp of the organisation.

“Alicia has a good process, and she sticks to it. She did her homework, and wasn’t opinionated. So often people in these situations tell you what you should be thinking. Alicia doesn’t do this, she is an excellent facilitator who leads without imposing her point of view. The team felt she really helped us realise what we needed to be doing ourselves.”

Alicia’s method was structured and logical, and, in Pat’s words, even “risky” at times. She was undaunted by two sceptics in the room and unafraid to challenge their thinking.

It ended up with what Pat felt was a strong consensus, getting to a point in their thinking that was “where we should have been.”

From this shared understanding and consensus, the Experience Wellington management team has been able to fine tune three key strategic priorities to take forward into a 2019 strategic plan.

The management team is confident that focusing on these priorities will lead to enhanced organisational performance.