“We’ve gone beyond having ideas to having a plan that involves the whole team”
I had fairly recently taken over the Enterprise team at the University of Brighton, bringing together colleagues who had worked in teams across the University. We’re here to connect local businesses with experts from the University. This helps local enterprises get access to cutting edge technology and working practices. This is an area of activity that the university is very committed to and we’ve had some real successes in helping business develop and thrive.
Build on success
Bringing the team together was a very positive step but we were all flat out and finding it hard to move beyond operational delivery to plan strategically. In coming together to form a new team we all had different ways of working influenced by legacy priorities.
Fairisle ‘got’ us
When I spoke to Sarah at Fairisle, I really felt she ‘got’ us and Fairisle quickly came up with a plan to help us. Over a series of interactive sessions, some in person and some online (when Covid struck) the team worked with Fairisle to clarify the issues we were dealing with. We then went on to draw up our Vision and build our plan. Sarah introduced us to effective and agile ways to plan and deliver our vision. This meant we were able to use our tight time resource to best effect in delivering our refreshed strategy. She also showed us how to identify and use the right metrics to track our progress and make informed decisions about the next steps. We now use the agile planning techniques that Fairisle showed us to plan, monitor and deliver our initiatives.
Because the sessions were so interactive (even the online ones) everyone in the team contributed to creating a joint vision for business engagement. It was also a great way for us to deepen our understanding of each other’s motivations, areas of expertise and points of view. We were already a highly committed team, but the Fairisle process strengthened the cohesion of the team as well as providing us with a clear achievable set of objectives, an improved planning capability, and a methodology to fit strategic work around operational work.
The team is enjoying delivering against the strategy. We have tools and techniques to help us deliver, and a clear idea of our collaborative strength, value, and strategic direction.
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