A wall of gridcards capturing a leadership team's thinking

Strategy workshops and leadership offsites in SingaporeStrategy workshops that end with decisions your team owns

For regional leadership teams, boards and the Singapore headquarters of international organisations: a day or two to agree direction, make the hard choices and commit to what happens next. Led in Asia by Sean Blair, from our Singapore base.

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What you leave with

A strategy workshop is judged by what happens the following Monday. We design backwards from that.

  • Agreed directionWhere you are going, in words and pictures the whole team remembers.
  • The few choices that matterOptions tested openly, with real agreement rather than polite silence.
  • Every voice in the roomViews gathered from every seat, not only the most senior or the most fluent.
  • A plan with owners and datesWho does what, by when, captured before anyone leaves.
  • Alignment across the regionCountry and functional leaders working from one shared picture.
  • A record of the thinkingGridcards, models and photographs shared within days.

A typical two-day leadership offsite

Every design is different, because every team and every strategic question is different. Many of our offsites follow a shape like this:

  1. Before: conversations with the sponsor and key participants, then objectives that start with active verbs, and a process designed for your group and the time available.
  2. Day one, context and ambition: what has changed in your markets and your organisation, then a shared picture of the future, often built with LEGO® Serious Play® or captured as a strategic illustration.
  3. Day two, choices and commitments: the options in front of you, debated openly and tested with Scales of Agreement, then priorities, owners, dates and first steps.
  4. After: the record, the actions and a recommended next step, shared within days.

Designed for leadership rooms in Asia

In many leadership teams in the region, the most senior person speaks first and others defer, and people working in a second language say less than they think. We design for that. Everyone writes their view before discussion starts, polling can be anonymous, and LEGO® Serious Play® models are built in parallel, so ideas arrive without anyone having to contradict a superior in front of the room.

In Tokyo, a full-day workshop for around 240 staff drew more than 600 anonymous written contributions. For DENSO, European and Japanese leaders worked through a three-year policy together and left with 18 proposals and nine project plans.

Regional teams and wider involvement

When the strategy has to work across several countries, the leadership offsite is often one step in a wider process. Before setting its strategy, The Insights Group ran 14 workshops in Singapore, Europe, the USA and online, then a synthesis day for 30 leaders. Shorter online sessions can prepare the ground before the team meets in person. See online and hybrid facilitation.

Fees follow the stakes of the work, not a day rate. See how we price facilitation.

Case studies

Relevant examples

The Insights Group: 400 voices shaped the strategy

The Insights GroupLSP

400 voices shaped the strategy

400 people14 workshops over 3 months2022

Led by Sean Blair

Before setting strategy, The Insights Group asked every member of staff what its purpose meant to them: 14 workshops in Singapore, Dundee, Amsterdam, Berlin, the USA and online, then a synthesis day in Billund for 30 leaders.

Details and feedback
  • A strategy built on what every member of staff said
  • Four strategic themes, OKRs and nine long-term goals
  • Over 400 ideas from staff, 35 taken forward to senior leaders
"The On Purpose project was the foundation for the strategy process that followed. It helped create our four strategic themes, our OKRs and our nine long-term goals that drives the work we do today."Sandy Wilson, Executive Director of People and Strategy, The Insights Group
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A Tokyo-based travel company: 240 people, one day, one honest conversation

A Tokyo-based travel companyLSP

240 people, one day, one honest conversation

About 240Leadership preparation, then a full day2026

Led by Sean Blair

A full-day LEGO® Serious Play® workshop for around 240 staff across every department, designed to help the company see itself as one system and choose the behaviours and ways of working that would make collaboration easier.

Details and feedback
  • A network of bridges built across all 23 tables in one short challenge
  • Two key behaviours and two ways of working, chosen by the room itself
  • More than 600 anonymous written contributions during the day
  • A 60 to 90 day pilot plan for leadership, built from the room's own models and words
"Even though we are in different teams, we all have the same struggles."A participant, in the anonymous workshop poll
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English Schools Foundation, Hong KongLSP

One collaborative team across many campuses

30 to 40 peopleAwayday, leadership meeting and vice principals' workshop

Led by Liam Isaac

Liam designed and facilitated a senior management awayday, an executive team meeting and a workshop for vice principals from across ESF's schools, using LEGO® Serious Play® to build a shared vision of cross-campus collaboration.

Details and feedback
  • A shared vision of a collaborative cross-campus team
  • Simple guiding principles every member can use when deciding
  • Ideas for living each principle, captured on gridcards
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RIPE NCC: Real-time strategy in a changing landscape

RIPE NCCLSP

Real-time strategy in a changing landscape

6 people3 days, then a board meeting

Led by Sean Blair

One of five Regional Internet Registries explored ambition, direction and future scenarios with its executive team, then took the thinking into a board meeting that agreed strategic priorities.

Details and feedback
  • Shared mental models of ambition and direction
  • Scenarios played in real time
  • Strategic priorities agreed by the board
"Set with the challenging task of building alignment within a diverse team of directors, Sean managed to bring some much needed clarity and simplicity to an extremely complex vision."Serge Radovcic, Chief Communications Officer, RIPE NCC
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Oxera: One agreed vision, built by the whole practice

OxeraLSP

One agreed vision, built by the whole practice

24 peopleDesign, facilitation and follow-up2024

Led by Sean Blair

Oxera's Data Science Practice, from junior staff to board level, built a shared vision of its contribution to the wider group and mapped the forces that could pull it off course.

Details and feedback
  • One Meta-Model© combining every person's vision
  • More than 40 forces mapped around the vision
  • Two leverage points prioritised for action
"He took a group of 28 smart, diverse, yet also critical data scientists and economists, ranging from junior to board level, and led us to a unified vision for our Data Science practice."Dr Sebastian Wernicke, Partner, Oxera
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DENSO International Europe: European and Japanese leaders, leading together

DENSO International Europe

European and Japanese leaders, leading together

82 from 10 countries people1 day

Led by Sean Blair

DENSO's annual European leadership conference reviewed a three-year policy from Japan, named the biggest implementation challenges and planned projects to meet them.

Details and feedback
  • 18 proposals and 9 project plans
  • Better innovation, communication and collaboration
  • Leaders took ProMeet tools back to their countries
"The European and Japanese leaders liked your facilitation style, inviting inquiry, without setting the expectation of a right / wrong answer."Roberto Vitagliano, Director, European Human Resources, DENSO International Europe
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All case studies →   Facilitation in Singapore and Asia →

Questions

Common questions

Short, direct answers about how we work.

How long should a leadership offsite be?

Usually one or two days. One day can agree direction and priorities; two days, ideally with an evening in between, suit a team that also needs to build trust or work through harder choices. Some organisations prefer a series of shorter workshops so more people can take part.

Should our chief executive facilitate the offsite?

We would advise against it. In many Asian organisations the most senior voice also sets the tone for everyone else. When a facilitator owns the process, the leader can take part as a participant and the rest of the room speaks more freely.

Can you work with leaders from several Asian countries?

Yes. Much of our work is with multinational groups. We design for mixed language levels and different attitudes to speaking up, and keep everyone's thinking visible, so nobody depends on fluency alone.

Do you facilitate in Mandarin, Japanese or Korean?

We facilitate in English, designed for people working in their second language: plain words, time to write before speaking, and visual tools such as gridcards and LEGO® Serious Play® models. Where a group needs another language, we can discuss bringing in associates from our network in Hong Kong, Korea or China.

Can you facilitate an AI or digital strategy offsite?

Yes. We design and run the process; your own technology leaders or advisers bring the expertise on the content. A neutral facilitator helps the leadership team agree ambition, risks, what changes for people and what happens first.

How far ahead should we get in touch?

As early as you can. For an important offsite, preparation usually takes longer than the day itself: understanding the context, agreeing objectives and designing the process.

You don't want a meeting. You want an outcome.

Tell us what you need to achieve. We will help you design the time together to get there, and reply within two working days.

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