Carry out more participative events
When it applies
For leadership team meetings or events, such as those organized with the members of the steering committees, top managers, sales force, employees, partners, suppliers, innovators, customers or other key stakeholders. In order to think or communicate and stimulate. With a variable duration that can range from a few hours to several days. Recurring or occasional.
Problem it solves
Most of these events are still not very participatory: unidirectional communication flows from a few to many.
Design thinking sessions in work groups, with post-its, generate engagement but are limited by time, the number of participants and the difficulty of listening to and organising everyone's ideas
Quick query tools are insufficient
The social and fun aspect cannot be replaced
Most of the knowledge and energy of the attendees is wasted at key times to achieve alignment and mobilization. The impact is usually quickly diluted once the event is over.
Added value by delibera
It helps to carry out much more participative events, transforming the role of the attendees: from spectators to protagonists.
Opening online conversations before the meeting helps manage participants’ expectations and further their understanding of where they are relative to their goals, topics and opinions of interest.
Collecting ideas beforehand makes the design thinking sessions much more productive: tables start with the contributions already made; the prioritization of proposals by all attendees with the scores template allows to leave with agreed action plans
During the event, you can make inquiries via mobile after presentations; helping to prioritize and focus the action, in addition to collecting valuable feedback
Sequence of templates to carry out more participative events
Gather opinions of the presentations from participants
Validate topics of interest
Agree on opportunities and/or threats
Feedback of the event
Prioritize trends, opportunities and/or threats
Debates about points that arose
Design thinking sessions with ideas that have been collected previously
Among all value and agree on actions according to impact and viability
Establish commitments and follow-up
Participants: “from spectators to protagonists”
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The CEO of a world-leading company in the consumer goods sector uses the delibera ranking template to prioritize with its top 150 managers the 25 main obstacles standing in their way to transformation
The CEO of a reference multinational company in the construction sector, with more than 15,000 employees on 5 continents, uses several delibera templates to prepare an in-person event with his top 50 key executives. During the 2-day event itself, up to 12 online conversations are opened to prioritize and assess contributions from speakers at the event and group work
The CEO of a leading global investment bank uses delibera to previously identify with his top 35 high-potential managers up to 50 initiatives to accelerate transformation, which are then enriched and prioritized during design thinking sessions using the score template