Industry leading eye tracking company Tobii bought its American competitor Dynavox, which created a company with two different cultures. Creating a common set of values was an important part of the integration process of Tobii and Dynavox.
Presentations from stage were kept to a minimum; instead focus was geared towards group discussions, workshops and business games that triggered engagement, networking and shared insights. Finally, a tailor-made Values Game was used to communicate and achieve buy-in on corporate values and identity.
“We came here as a group of people that thought we were working as a team but we’re leaving here as a family of people working as a team.” – Tony Pavlik, VP of Operations at Tobii Dynavox:
Swedavia manages 11 airports and wanted to let all 1500 employees get engaged in charity
while simultaneously competing against each other, across 11 airports in Sweden.
We created acustomised team building game where the participants were divided into around 350 teams and the game was run in three heats. The game objective was two-fold:
1. Compete against each other by finding up to 25 codes, hidden around the airports.
2. Cooperate by jointly reaching a certain score (minimum 50 000 points). That score would then be converted to money, given to charity.
The game was a great success and the teams exceeded the goals. During the game many teams spontaneously started collaborating by sharing the locations of the codes. This to ensure that all colleagues found as many of them as possible so the overall goal could be reached easier.
Skanska had just moved in to their new global head office and wanted to let all 1000 employees at the head office get a fully interactive and engaging experience of the new building in 1.5 hours.
The participants were divided into 125 teams, starting off at 5 different floors. All teams were given a tablet and at the exact same moment, all 125 teams got instructions to get moving. The teams spent 11 minutes on each floor, exploring the surroundings through a number of fun and useful time limited missions. “Find and count the rooms in the training center”, “Take a picture while drinking tea in the cafeteria”, “How many bikes fit in the garage?”, “What rules apply when booking meeting rooms?” etc. The missions were communicated on the tablets and were scored. Every 11 minutes everyone switched floors simultaneously, allowing 3 minutes for transportation. No bottlenecks, just focus on a fun engaging experience!
NCC Housing wanted an increased interaction between presenters and the audience and a quick and easy way to gather information from the participants.
Our solution included:
1. Four identical sessions consisting of: a 15 minute presentation on stage, 6 minutes of group discussion relating to the presentation, 4 minutes of coming up with solutions.
2. One session where participants could choose freely from 8 themes and spend time discussing that specific topic.
3. A 90 minute engaging team activity before dinner with customized missions connecting to the meeting.
The participants, especially people from Eastern European countries, really felt they understood the key messages in a better way with our methodology,
”What an energy level! You didn’t want to interrupt.”-
Jenny Lilja Lagercrantz – HR Director NCC Housing
To get a deeper understanding of what the launch means not only to Gilead employees, but to other stake holders; doctors, patients, society etc. Solution”Shared experiences”. The teams visited two hospitals and a non profit organisation and met with stakeholders there.
Between the visits the teams participated in work shops back at the conference center, relating to their own experiences. In addition to the work shops, fun team challenges were completed to boost energy levels and and a bit of fun.
Abbvie wanted to communicate the corporate values in a really vivid
and engaging way and to increase the understanding of what the values stand for.
Since one of the themes of the company meeting was music we
created a customized music industry business game that incorporated the values of Abbvie. Each team was given the role as A&R for a large record label. Their end goal was to “sign” an artist, by successfully
completing a number of missions. The values were really well understood and well supported across the organization.
“A genuine value was created as it was customized
for us, utilizing our values” – Christian Horn, Abbvie
Edward De Bono’s ‘Six Thinking Hats’ is one of the most powerful tools available to help achieve effective creativity. Over 300 participants experienced this at an ambitious conference in Oslo.
The conference venue was rebuilt to 6 designed stations
The entire conference facility took a new appearance – from a lecture hall to a room bubbling with creativity. 6 stations were created, each with a specific purpose; one room focused on branding, another on innovation, a third on problem solving, and so on.
Tablets guided teams to different stations – Our tablets guided the groups to each station in accordance with a strict, pre-defined schedule. Throughout the sessions, the De Bono Six Thinking Hats System was applied to help participants consider their challenges from different viewpoints and produce highly creative ideas.
And the results? A fun and educational genuine team building experience that led to many concrete and fully documented results.
How do you get 250 IT managers from all over Scandinavia engaged in reflecting about their own roles in your organisation? You involve them in questions and have them reformulate and change company leadership criteria.
At a management meeting we ran a series of interactive exercises and workshops. The participants used their own their smartphones to answer a number of challenging questions during a presentation. The data that came in was accessible live and was used by the conference organisers for further discussion in the preceeding session. This methodology was then repeated throughout the meeting, but on different themes.
– Strong focus on group exercises
– Mobility throughout the facility; rooms were assigned different themes
– Guided brainstorming
Seco Tools wanted to create a meeting with more engagement and participation. To achieve this we complemented the PowerPoint presentations with interactive workshops and group break out sessions. Tablets were used to facilitate the interactive sessions and all ideas and responses were available straight away online for a quick debrief and for sharing of best practice.
Throughout the two days, participants were also using our conference app ViewPipe to send individual comments, ideas and questions to the meeting organisers.
Zurich Insurance asked us to create a corporate meeting for 160 delegates that was less about reporting numbers and more about what makes employees feel for the job. Presentations from stage focused on highlighting customer problems and the important role that Zurich plays in helping businesses make a difference without worrying about risk.
Focus was geared towards the real problems that clients have and how Zurich can work to solve them in the best way possible. The message was all about giving employees a greater sense of purpose and understanding the difference they make for their clients, highlighting the importance of thinking from a customer perspective.
The workshops were run both at a venue but also in cafes and restaurants across the city. Using our game Exploration Challenge, teams were sent on missions around town and breaks in the game were scheduled so that the teams could find areas to sit down and conduct the workshops.
“The day was fantastic. We got the message across in a really engaging way. The communication was two-way, the games were fantastic, everyone got really involved and I think that everyone leaves the event with a feeling that they were part of something. ” – Alan Moore, Chief Underwriting Officer at Zurich
Pernod hired us to create a gamified event for 300 participants. The goal was to brainstorm the coming year’s marketing campaign and new business opportunities.
The Museum of Modern Art set the mood
For maximum inspiration we ran the event at Stockholm Museum of Modern Art. Staff were divided into small teams, and handed a tablet. The tabs gave instructions and guided them to a series of predetermined artworks. The teams discussed creative elements found in the artwork, which was used as a source of inspiration for future marketing campaigns.
The creative ideas were available online straight away, then coupled with mood images and descriptive texts. The best ideas were singled out for further discussion and idea generation in a second workshop.
The result – a game-oriented brainstorming exercise, which led to many exciting ideas and motivated employees.
Electrolux wanted to create a more engaging way to educate and welcome new employees. First, the new employees were divided into teams of 6. Each team was equipped with a pre-programmed Tablet that guided them to different stands on exact times and in perfect synchronization with other teams.
At each stand, staff from a certain division would present their work. Then the tablets triggered engaging quizzes and game-like questionnaires that put knowledge to the test and laid the basis for an entertaining experience.
“This represents a unique opportunity for our new employees to learn more about Electrolux products and simultaneously meet and collaborate with their colleagues.” – Berit Hägglund-Marcus, VP Global HR Group Staff & Functions
Powel wanted to create excitement around its Core Values at the annual meeting. However, with 300 of 450 employees not present physically, how to ensure full engagement?
By running a digital business game on laptops and tablets, all teams (even off site ones) could participate with the results and feedback accessible on screens in real time.
Quick Facts: 450 participants, 12 locations in Norway, Switzerland, Sweden, Poland and Chile
At a national meeting for branch office managers from the retail banking division, Nordea wanted managers to get a thorough understanding of the internal coaching & feedback procedures, including harmonizing the company employee rating standards.
A number of training areas were created, each designed to allow teams to really practice the skills hands-on. A tablet gave instructions and guided the teams to the locations simultaneously. Analogue and digital tools were used throughout the day. The training areas were:
COOPERATION – Tested cooperative skills through a tough business game.
CLIENT MEETINGS – Watched films from client meetings & practiced giving feedback.
GOALS – Used the SMART model and practiced setting goals in a structured way.
RATING STANDARDS – Work shop about setting a company wide employee rating standard.
-Alan Moore, Zurich Insurance
-Niklas Werge, Head of Internal Communications, RSA Scandinavia
-Herman von Greiff, Country Manager, Sweden at Basware
-Annika Vangstad, Landshypotek
-Hanna Lycken, Nordea
-Annika Kitti, Electrolux