Feedback from Strategyfinder Users

Many thousands of users have worked with the Strategyfinder method – here are some of the comments made by clients:

Strategyfinder for Strategy Development

Understand their different perspectives around the key issues that were impacting the functioning of the system. This took some of the unhelpful ‘emotional heat’ out of the discussions as individuals were able to understand that a different opinion was based on a different model of the world.

Equalise the different voices in the room. It was notable that some of the historically more powerful individuals in the room were less happy with the event and the most positive feedback was from individuals whose voices had been marginalised.

A recognition of the level of complexity…. the ability of the software to manage this complexity is invaluable.

The approach used helped to generate constructive discussions amongst the key stakeholders. It enabled us to easily move between the detail and the overview, which ultimately meant we were able to develop a strategy that was clear on what we were trying to achieve, how we were going to get there and how we would overcome the potential challenges along the way.

Forcing a discussion on a deliverable set of joint priorities as part of the strategy development process, whilst uncomfortable, is vital for ensuring the long-term delivery of the strategy. The approach used helped to force these focused discussions.

Ruth, Healthcare Improvement, Scotland 

Strategyfinder for Conflict Management

Felt both sides went away more positively about the future; it was a very productive session. The maps were road maps to go and do. People seemed more willing to engage on issues rather than sweep issues under the carpet – they were willing to talk about issues. … lots now on the table to go do that wouldn’t have got to otherwise. People went into the room with an intense dislike of each other … We were able to avoid dancing around things but get them out into the open. 

The software was incredibly useful – setting preferences and getting everything out in the open. It would have been much slower if everyone had to speak (and we wouldn’t have got that much on paper). … good conflict resolution session with positive outcomes regarding attitudes and solid deliverables.

It helped diffuse the tension (which was historically in existence). … a good cathartic experience – both sides were honest and noted both organizations are imperfect. … helped avoid people getting bogged down … got through far more than I thought possible.

The process made us engage, we were able to compose stuff, prioritise, and it was well structured and encouraged people to reflect.

Department of Energy and Climate Change, UK

Strategyfinder for Risk Management

It was important for us all because it gave us a conversation where we could reach conclusions and prioritise. We finished up with agreements that were neither NHS nor Government, but rather a shared understanding and agreement. We ‚got to a good place as a group‘.
In these sorts of groups, many participants refer upward rather than speak their minds, whereas here we got the full range of views. Stuff got put on the table.
It would have taken us months to get to where we got to in 5 hours.
The ‚uncontrollable‘ and important issues became controllable. The ability of the system to build from one another’s contributions was particularly useful.
The speed with which the system enabled the distillation of issues and the assimilation of different views was impressive and undoubtedly contributed to the workshop’s success.

Stephen, Scottish Government, Health Policy

Strategyfinder for finding solutions in teams

Using Strategyfinder enabled members of my team, working from multiple locations, to quickly and efficiently come together online and develop a very clear understanding of the complex interactions between different activities. Strategyfinder offers a unique combination of ease of use alongside the ability to develop powerful representations of the multiple interconnections between tasks and activities it gave us a whole different perspective on our work we could not easily have obtained through other means.

Dr Francis Norman, General Manager, Centre of Decommissioning Australia

We agreed on common goals – we can sort it out and stop the bickering … Actions are in place. Astonished by the capability of the system … would have taken us weeks to get where we got to  … behaviours seem to have changed during the workshop: a more roundtable approach being taken, and joint things coming up by the end of the day.

National Safety Regulator

Our recent collaborative project [Understanding the socio-economic value of manmade marine infrastructure] funded by FRDC, kicked off in early 2020, but it was immediately impacted by the COVID-19 pandemic as widespread lockdowns were instated. The team from Curtin University with Prof. Fran Ackermann reacted rapidly and modified stakeholder consultation methods to an online platform called ‘Strategyfinder.’ From the perspective of a user, the software was simple to use and provided immediate results on screen as the other participants input their data. In terms of the research outputs, incorporating Strategyfinder into the methods enabled the research team to double the number of workshops proposed and provide a much greater breadth of input from a larger geographical area and a more diverse and higher number of participants than originally anticipated.

Luke Twomey, CEO, Western Australian Marine Science Institution

Strategyfinder and Stakeholder Management

The Strategyfinder software has been invaluable in engaging with a wide variety of stakeholders, for them to have direct input, to see their input directly and to openly participate and contribute to the linkages. The software readily facilitates open and transparent engagement processes, I highly recommend its use and the facilitation provided by Prof. Ackermann.

Stephen, Department of Primary Industries & Regional Development, Australia

Agreements reached which had high levels of ownership and commitment from the entire senior team

By the end of the session, many members of the SMT had changed their minds, had gained a wider understanding of the issues that affected the entire organisation and had gained a greater sense of being able to manage high levels of complexity

This approach had a transformational impact on the company with a reduction in dysfunctional behaviours and an increased ability to identify and agree on joint goals. 

The use of the computer system helped protect anonymity in the early part of the session and ensured that everything including highly contentious items was put up for debate and agreement. The outcome was high levels of ownership and commitment from the two separate SMTs on the way forward.

John, Major Construction Company, UK