PURPOSE
Shift leaders from functional priorities and competing agendas towards enterprise leadership and shared accountability.
Primary Outcome : Leadership operates collectively around enterprise priorities, decisions and outcomes.
Duration : Two Days
DAY 01
Diagnosing the Silos
09:00–10:30
The Enterprise Leadership Challenge
Exercise : The Balcony Test
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Solve a current strategic problem first from a functional perspective and then from the perspective of the enterprise. Compare the answers.
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Debrief : Where does functional optimisation damage enterprise performance?
10:45–12:30
Mapping the Critical Interfaces
Exercise : The Value Chain Friction Map
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Identify the critical handoffs across the organisation. Where does work slow down, information get lost, decisions stall and customers suffer?
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Output : A map of Enterprise Friction Points.
13:30–15:00
The Real Conflicts
Exercise : Fishbowl — The Conversation We Avoid
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Use a genuine strategic tension such as growth versus cost reduction, centralisation versus autonomy, or short-term performance versus investment. Observers track what is not being said, who dominates, where people accommodate and where politics appears.
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Output : A real-time diagnosis of leadership team behaviour.
15:15–17:00
Shared Priorities
Exercise : Stop / Start / Protect
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Each functional leader identifies what their area must stop doing, start doing and protect. Colleagues challenge the trade-offs.
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Output : A set of enterprise-level trade-offs.
DAY 02
Building Collective Leadership
09:00–10:30
From Individual KPIs to Shared Outcomes
Exercise : The Shared Scorecard
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Identify five to seven enterprise outcomes the whole leadership team shares, such as customer outcomes, transformation milestones, growth, cost and capability.
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Question : “Would I still care about this if it did not affect my bonus?”
10:45–12:30
Decision Rights
Exercise : Who Decides?
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Take ten real decisions causing delay. Define who recommends, contributes, decides and executes. Test whether decisions can be made at a lower competent level.
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Output : A redesigned Decision Architecture.
13:30–15:00
Practising Enterprise Conflict
Exercise : The Impossible Choice
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Use a real resource allocation dilemma where everything cannot be funded. Observe who protects territory, bargains, thinks enterprise-first or avoids conflict.
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Debrief : “How did we behave when the stakes became real?”
15:15–17:00
The Enterprise Leadership Contract
Agree collective commitments: put enterprise interests first; challenge directly; support decisions once made; surface problems early; share accountability. Also define behaviours to stop, such as relitigating decisions, lobbying outside meetings or surprising colleagues publicly.
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Output : A Leadership Charter.
