What we do
From a difficult situation to a workable next step.
Start with what needs to be understood, decided or changed. We can work on a focused question or connect strategy, team support and learning over a longer assignment. These examples show the work and outputs you could commission; we agree the scope with you.
Strategy, governance and organisational change
You are restructuring, working through a leadership transition or asking whether a partnership’s decision-making arrangements still fit its purpose.
We combine stakeholder conversations and document review with facilitated work on strategic options. The analysis connects authority, accountability, resources and risk. At the start, we agree who can shape the questions, how different perspectives will inform the work and where final decision authority sits.
What you could commission
An options appraisal, governance recommendations, an organisational strategy or a resource mobilisation plan. We make trade-offs and unresolved questions explicit, with responsibilities and next decisions identified.
What the work can look like
A review can move from document analysis and stakeholder conversations to an options discussion and written recommendations. Strategy work can connect organisational priorities with the capacity and funding needed to deliver them.
Coaching and team development
A leadership team is stuck in disagreement, a new role carries difficult expectations, or people are repeatedly compensating for gaps around them.
Executive and team coaching create room to think, test assumptions and practise different responses. Facilitation can help a team address conflict, clarify expectations and agree how to work together. We distinguish development needs from problems that require an organisational decision.
What you could commission
Agreed development goals, clearer working agreements and practical changes to try between sessions. Confidentiality, any commissioner reporting and how progress will be reviewed are agreed at the outset.
What the work can look like
A confidential individual coaching relationship, a facilitated team session or a series of sessions with practice between them. Group learning can be combined with private coaching, as in the UNFPA programme.
Leadership development and shared learning
You want leadership development to help people handle the work they actually face, including questions of influence, power and responsibility.
We design learning around participants’ experience and real organisational challenges. A programme can combine facilitated sessions, practice, peer learning, coaching and mentoring. Women’s leadership and feminist leadership are areas of documented practitioner experience.
What you could commission
A learning design, facilitator and participant materials, facilitated practice and a proportionate review of learning. Reflection, access needs and follow-up are included in the brief.
What the work can look like
Examples include UNFPA’s five online sessions over six weeks with individual coaching; the IFRC’s five-day women’s leadership pilot; and Cugoano’s sequence of facilitated learning Circles. A new programme is designed around its participants and context.
Organisational learning and review
You need to decide what to continue, adapt or stop, and want to understand what a programme or way of working is making possible.
We use document review, listening and shared interpretation to connect people’s experience with the decisions ahead. The work can examine participation, organisational conditions and the assumptions behind a programme, including findings that challenge the original brief.
What you could commission
Clear review questions, findings with their evidence and limits, and recommendations connected to a decision. The IFRC pilot review, for example, identified changes to simulation difficulty, reflection time and continuing support.
What the work can look like
A programme review can combine participant feedback, facilitator reflection and documents, followed by a discussion of what to adapt. A governance review can connect stakeholder perspectives to options for a decision-making body.
An example engagement
A focused organisational review
When capable people repeatedly absorb the strain, examine how the work is organised.
One possible brief is a facilitated senior-team discussion of decision ownership, incentives, working standards and recurring gaps. The output is an executive briefing and a follow-up discussion to agree a small set of adjustments and a 90-day action plan. Scope and timing are agreed for the assignment.
Discuss a focused reviewA scope you can make decisions about
We agree the purpose, decision owner, participants, outputs, time and fee before starting. The brief names who will lead and deliver the work, what is outside scope and how progress will be reviewed. You can ask for a concise capability summary or relevant references when assessing fit.
Discuss a possible assignment