Real work. Real results.
Firm Culture & Governance Prototype Labs
Path
~ Synthesized data gathered from client-run listening sessions and focus groups.
~ Created a visual framework of initial proposal, revealing its interdependence and complexity.
~ Held an Observation Day at each participating firm to experience their firm cultures in context.
Program
~ Three-day Lab experiences (held in two geographically and size diverse firms).
~ Designed with a custom Expose – Explore – Experiment (3E) process.
~ Pushed accounting professionals out of their comfort zones with activities such as diagramming “moments that matter” and simulating ethically ambiguous situations.
Products
~ A comprehensive written report, publicly available for review by all stakeholders.
~ Presentation to the full IESBA board, highlighting report findings and engaging members in robust conversations about next steps.
Payoffs
~ Greater attention to the importance of Firm Culture & Governance to support ethical conduct in accounting firms.
~ Enthusiasm for finding innovative ways forward in all areas of the organization’s work.
Establishing a Launching Pad for Social Enterprise Start-ups
Path
~ Outreach to displaced federal workers to explore help needed to support the mass, unexpected career pivots of 2025.
~ Research to gain greater clarity around both public value and social enterprises.
Program
~ An “Invitation to Imagine” experience – a half-day event to spark ideas and discern desires to pursue them.
~ Idea-crafting workshops – a creative space, each one day long, exploring possibilities for new social enterprise endeavors through expert facilitation, peer learning, and reflection.
~ Cohort programs – 8- to-12-week programs designed to fully hone social enterprise ideas, build entrepreneurial knowledge and skills, experiment, and benefit from structured activities and feedback.
Products
~ Comprehensive workbooks for cohort programs and supplemental materials for all participants to continue to develop their ideas and business plans after the programs.
~ Pitch Days for cohort programs.
Payoffs
~ A lasting community of participants on similar journeys, cheering each other on and learning from each other’s challenges and successes.
~ Several ideas fully developed into viable social enterprises impacting their stakeholders and raising funds to support growth and sustainability.
Pathfinding for Senior Leadership Team (SLT)
Path
~ In-person, one-on-one semi-structured interviews with every member of the SLT.
~ Document review of employee StaffPulse survey report, existing plans, governance documents, website.
Program
~ Two-day in-person retreat with full SLT (focus on overcoming entrenched behaviors of long-term members and integrating new leaders).
~ Core leadership areas embedded in the work: Full-Range & Authentic Leadership, Teaming, Trust, Communication.
~ Follow-up one-on-one coaching (online) for SLT members.
Products
~ Redefined membership in and role of SLT.
~ Draft Team Charter.
Payoffs
~ Increased transparency and trust among SLT members.
~ Improved communication among and beyond the SLT.
~ Recognized the value and created a new, internal Organization Development position to keep the momentum going.
OAA Foreign Operations & FSN/CCN Management Council Joint Workshop
Path
~ Online, one-on-one semi-structured interviews with key stakeholders of both groups.
~ Online survey of Council Members.
~ Document review of workplans and Council governance documents.
Program
~ Three-day in-person event with joint and separate sessions.
~ Core leadership areas embedded in the work: Mindsets, Psychological safety, Emotional intelligence, Leading without authority, Communication, Teaming.
Products
~ Updated workstreams and goals for Foreign Operations.
~ Priorities and goals for FSN/CCN Management Council.
~ Draft partnership pledge between Foreign Operations and FSN/CCN Management Council.
Payoffs
~ Greater sense of belonging and respect for FSN/CCN A&A professionals.
~ Increased transparency between Foreign Operations and the Council.
~ Clear expectations for open communication and circular feedback.
State OIG Strategic Plan, 2025-2029
Path
~ In-person, one-on-one and small-group semi-structured interviews with new Inspector General, leadership team, and key players.
~ Document review of existing strategic plan, previously proposed plan, and other background materials.
Program
~ Two-day, in-person retreat with Inspector General and full leadership team.
~ Core leadership areas embedded in the work: Critical thinking, Trust, Teaming.
Products
~ Comprehensive Strategic Plan (including new mission, vision, values, strategic goals and objectives) in fully formatted, ready-to-disseminate form.
~ Email to full Office of the Inspector General, announcing and building excitement for the plan.
Payoffs
~ Understood and embraced directions for leaders to work with their teams on implementation plans.
~ Enthusiasm to work as a full leadership team to create comprehensive implementation plan.
~ Increased trust among leaders and between leaders and new Inspector General.
