The document outlines a planning workshop aimed at organizational transformation, detailing objectives around vision clarification, desired outcomes, and personal involvement. It includes a structured agenda featuring activities for visioning, capability assessment, and outcome development, utilizing models like the iceberg and systems thinking to facilitate discussion. The workshop promotes collaborative engagement and reflection to support successful implementation of changes within the organization.

1. Planning Workshop for
Transformation
Facilitator Pack
Created by Rona Puntawe Ptschelinzew
Contributor: Luca Castilleri
Models Applied:
Organisational Change Management, Clean Language, Neurolinguistic Programming, Systems Thinking

2. Objectives
Why are we all here today?
1. Vision: To clarify intention and direction for the future
2. Outcomes: To clarify outcomes to achieve the vision in
terms of services, processes, technology (including data
and content)
3. Involvement: To clarify personal involvement in terms of
capability and commitment
2

3. Sample Agenda – What the Day Would Look Like
3
9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM
SET THE SCENE
• Executive
Sponsor – Org’n
Context
• Head of X – X
Context
• Facilitator –
Housekeeping
EXPECTATIONS
• Expectations for
the day
• Agenda and
outputs
• Reason why we’re
here
• Change is coming:
Iceberg Model
Rollercoaster of
Change
PREP
VISIONING:
• Why having
a vision is
important
• Value of
clear
outcomes
X VISION:
ACTIVITY 1
Whole Group
– Timeline
LUNCH
X OUTCOMES:
WORLD CAFÉ OR
BREAK-OUT
1. Groups of three
Break-out
2. Presentations
back to the group
CAPABILITY AND
COMMITMENT
1. Individual
reflection
2. Group debrief
X VISION:
ACTIVITY 2
Break-out:
Multiple
POVs -
Branding
Outputs
1. Vision
Statement
2. Brand - slogan
Outputs
Well-formed
outcome
statements–
and information
for further
planning
Outputs
1. Individual
commitment
to action – top
three
2. Capability
requirements
and support
needed
RECAP
AND
NEXT
STEPS

4. Setting the Scene: Context
What do we need to know about the (broader)
organisation that impacts us?
1. Aspirations
2. Challenges
3. What is expected of X (Group/Organisation)
4

5. Setting the Scene: Expectations
What do you expect to walk away with at the end of the
day?
5

6. Setting the Scene: Housekeeping and Guidelines
Guidelines for the day to make the most of our time
working together
• Put on a flipchart.
• List down all housekeeping guidelines
6

7. Model: Iceberg – A Way of Looking at the Situation
7
Services
What
(Visible)
Processes
How
(Below the Surface)
Paradigms
Why
(Deep Foundation)
87%
13%
What is deeper than meets the eye?

8. Iceberg Model – A Way of Looking at the Situation
8
Services
What
(Visible)
Processes
How
(Below the Surface)
Paradigms
Why
(Deep Foundation)
87%
13%
Why We Do What We do and
Why We Do it that Way
• Mindset
– Attention, Intention, Vision
• Culture
• Frameworks
How We Do What We Do
• Workflows
• Practices
• Interactions
What We Do and What Clients Experience
• Service Delivery - Actions and Tasks
• Documents and Records
• Data and Reports
What is deeper than meets the eye?

9. What to Prepare for - Waves of Change
Changes will happen in overlapping stages
9
Wave 1: Future State
(Visioning and Planning)
Wave 2: Current State
(Assessment)
Wave 3: Improvement
and Implementation
We are here!

10. What to Prepare For - Rollercoaster of Change
10
Current State
Achieve
X Vision
1
2
3
4
5
6
Clean Start
Shock/Denial
(Complexity)
Depression/Anger
(Chaos)
“Hang-in” Point
(Persevere)
Hope/Readjustment
(Systems)
Rebuilding
(Simplicity)

11. ACTIVITY: Vision for Future State - Intention
Clarifying intention for the future
11
Activity - Exploratory: Clean Space – Timeline and Future Pacing
Walk along timeline on the floor (Future-Present-Past) – focus only on the positives
for now
1. What would you like to have happen in the future?
2. What resources do you have right now?
3. What worked really well in the past?

12. ACTIVITY: Vision for Future State - Branding
Clarifying how we want to be perceived
12
Activity – Branding and Positioning: Multiple Perceptual Positions
From a Future State
1. Imagine what the clients are saying
2. Imagine what peers in the industry say about X
3. Imagine what the enterprise services group say about the team
4. Imagine what the team and future team members say about working in X
Write on Post-it notes 2 phrases of what each is saying.
List three adjectives from the following points of view from a desired future :
1. The X team
2. The clients: partners, team co-ordinators, staff, etc.
3. Y colleagues
4. Industry peers: X profession
Alternative Activity:
1. Break into three groups,
Group A: Clients
Group B: Y Colleagues
Group C: X Profession
2. Each group present a POV – role-play,
provide a future-state perception of X

13. ACTIVITY: World Café or Break-out
Clarifying outcomes to achieve the vision
Activity: Pitching for the Future
Break into three groups
Group A: Services
Group B: Processes
Group C: Technology (include Content and Data)
Each Group will:
1. Develop Successful Outcomes for each Group (Refer to Guide)
2. Draw a metaphor or visual representation for your outcome
3. Present a pitch for the outcomes that you want to have happen in your
group.
13

14. ACTIVITY: World Café or Break-out
Clarifying outcomes to achieve the vision
14
Activity - Clarity: Developing Successful Outcomes
1. Outcome/Objective
What would you like to have happen? State in positive terms, e.g. not a problem avoidance or remedy, but a
desire.
2. Intention
What is your intention for achieving that outcome? What is deeper than that outcome?
3. Achievability
Has the outcome been done before?
4. Evidence
How do you know you have already achieved your outcome? What tangible evidence would you accept to
indicate you have achieved the outcome?
5. Resources
What resources do you need to achieve your outcome? Be as comprehensive as possible. E.g. $$, skills,
people, mindset, commitment, time, tools, etc.
6. Consequences and Future Pacing
What are the impacts or consequences of having achieved your outcome? Consider all stakeholders or parties
involved. Are those consequences or impacts acceptable to all parties involved?
If the outcome is given to you now, with all its consequences, will you take it?

15. ACTIVITY: Capability and Commitment
Clarifying personal involvement to achieve the vision
Activity: Personal and Group Reflection
1. Individually, write down on Post-it Notes responses to
• What do I need to BE in order for all of that to happen?
• What are the three activities I can do over the next 3 months to help us
achieve the vision and outcomes?
2. What do you need to be as an X team in order for all of that to happen?
Debrief:
• Reflect on responses posted: What are the key themes?
• What support do we need to put in place for us to be what we need to be?
15

16. Recap
Changes will be introduced in potentially overlapping
stages
16
Wave 1: Future State
(Visioning and Planning)
Wave 2: Current State
(Assessment)
Wave 3: Improvement
and Implementation
Pillars and Enablers
• Pillar 1: Services
• Pillar 2: Processes
• Pillar 3: Data
• Pillar 4: Content
• Enabler 5: Technology
• Enabler 6: Capability

17. Structured Approach
A structured approach provides an integration of comprehensive
elements for transformation while maintaining a focus on the shared
vision.
Vision
“Why does X exist?
What does X want to
have happen to
enable the
organisation to
achieve its
strategies?”
Services
“What services
does X deliver?”
Processes
“How does X
deliver its
services?
Content
“How does X
document and
disseminate its
practices”
Data
“How does X
capture and
harness data to
support business
decisions?”
Technology
“What technology and information management systems does X need?”
Capability and Organisation
“What does X need to be to achieve what it wants to have happen?”
Rona Puntawe Ptschelinzew

18. Next Steps (Example Only)
1. Month n+1:
• Client feedback – interviews
• Service Development Workshop
2. Month n+2:
• Process Management Workshop
• Process Mapping Kick-off
• Activity Analysis
18

19. Appendix: Preparatory Questionnaire
Please answer the following in preparation for the
workshop:
1. What would you like to have happen for X in the long-
term?
2. What outcomes would you like to have happen over the
next 12 months?
3. What resources do we already have that you want to
keep now and in the future?
4. What keeps you up at night?
5. What support do you need?
Resources – anything of positive value, e.g. relationships, people, culture, skills, tools, etc.
19

20. What do we want to walk away with at the end of the day?
20
Appendix: Preparation - Concept
WHY
What is the Planning Day for?
WHAT
What are we ‘planning’ for? What level
of detail?
HOW
How do we set about achieving the
plan? Next steps framing?
Intent “Know why we’re embarking on this journey”
à What’s the journey about?
• Alignment to Business Strategies
• Alignment of expectations
“Get people on the bus”
• Know where we’re headed
• Shared principles and framework how
to get there
Clarity on approach and pathways
Prepare for next steps
Activities Framing:
-> Business context
-> Good to Great (?)
• Expectations setting
• Conditions for successful change
Framing:
Building Blocks for Vision
Brainstorm what the experience and
future we want to create for the following:
• Service
• Process
• Knowledge & Content
• Data and Reporting
• Technology
• Capability
Framing: What would help us or hinder us?
• Levers
-> what do we already have that could
help (think outside the box)
• Risk
-> what are the “unknowns”
-> prepare for ‘surprises’
à progressing from fragile to resilient to
antifragile
Preparation • Message from CEO and COO (?)
• Framing from Head of Group X
• Pre-read/Pre-frame – any key questions
for the team?
• Agreed Structure
• Framing from Facilitator
• High-level Timeline
• Terms of Reference
• Examples of Risks and Levers
• Pre-read (?)
Outputs Established:
• Vision statement
• Brand – tagline, metaphor?
Defined:
• What we want to have happen by
‘stream’
• What success looks like – how do we
know when we’re there?
Identified:
• Key Levers
• Key Risks to Vision
• What we need to be
• Agreement on Next Steps
Clean Start
World Café
Part 1: Pillars
Part 2: Enablers
Clean Space
Exercise
Closing Questions?
When at you’re best,
that’s like what?
What can I contribute?
What support do I
need?

21. Appendix: Model - Systems Thinking Approach
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Scan
Position
Measure
Assess
Action
Goal # 2:
Simplicity of
Execution
Goal #1:
Clarity of
Purpose
Goal # 3:
Sustain
Results
Change
Journey

22. Appendix: Model - Systems Vs. Analytic Thinking
22
Helicopter
View
Clarity of
Purpose
Link to
Deliverables
and Outcomes
Analyse Parts and
Relationships
1
2
3
OUTSIDE
(Plan)
INSIDE
(Do)
OUTSIDE
(Check)
Take
Action
1 2 3Work ON
X Function
Work IN
X Function
Check ON
X Function

23. Theme and Feel for the Day
(Example Based on Preparatory Interviews)
What kind of experience do we want to create?
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Energized!
I feel that I will
supported.
It’s achievable!
I know WIIFM
(What’s in it for
me?”
I have a
contribution to
make.
Learned
something new.
Clear on what
happens next.
I will be challenged
but it’s going to be
rewarding.
This will help
me in my role.

24. Appendix: Ways to Grasp Knowledge
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Conceptualising
Experimenting
Experiencing
Reflecting

25. Appendix: The “Parking Lot”
Stop Start
Park
Rona Puntawe Ptschelinzew