Structured facilitation that ends with a decision, a design brief, or a tested hypothesis — not a wall of Post-it notes. For enterprise teams that need alignment before they build.
Most organizations run innovation programs that generate energy and insight — and then stall. The ideation session produces a list. The strategy workshop produces a report. The design thinking training produces certified practitioners who return to the same workflows on Monday morning.
The problem isn't the methodology — it's the absence of a clear path from creative process to executable output. Frameworks are valuable. But a framework without a defined output target is just a ritual.
Redesign's workshops are structured to end with a decision, a design brief, or a tested hypothesis. Every session begins with a single question: what will exist at the end of this workshop that didn't exist at the start? That question shapes everything — the exercises we use, the tensions we surface, the time we allocate.
Five core workshop types — each designed around a specific output, not a specific agenda. We adapt the format to fit your context. The output is non-negotiable.
Redesign's facilitation approach is structured but adaptive. Every workshop begins with a clear output definition — what decision, document, or hypothesis will exist at the end that didn't exist at the start? From there, the process is designed around that output: what information do participants need, what tensions need to be surfaced, what creative methods will generate the highest-signal ideas?
This means our agendas are never copied from a previous engagement. They're built backward from your output — which is why they consistently produce something concrete.
The result: workshops that feel energizing and end with something your team can act on immediately. Not a set of principles to apply someday — a specific document, decision, or prioritized hypothesis list that moves the project forward.
Most failed initiatives apply the wrong solution type to the wrong problem type. The Stacey Matrix prevents this by mapping problems across two axes: certainty of method and certainty of outcome.
Applying complicated solutions (expertise-driven) to complex problems (requires experimentation) is the root cause of most failed innovation initiatives.
Across industries and organization types, the pattern is consistent: teams leave with something they can act on. Here's what that has looked like for clients.
Workshop engagements work best when there's a specific decision to make, a strategic direction to pressure-test, or a team that needs to be aligned before a major initiative begins. These are the contexts we operate in most frequently.
Titles We Work With
Triggers We Respond To
We don't have a standard format — we have a standard output discipline. Every workshop is scoped to produce a specific, agreed output. The format is chosen to serve that goal.
Most workshop programs begin with a 30-minute scoping conversation — what's the decision you need to make, what's preventing it, and what format serves that goal. We'll tell you directly if a workshop is the right tool, and what the output should be. Let's start there.
Let's talk →Frequently Asked Questions
Strategy and problem framing, design thinking facilitation, AI transformation planning, innovation sprints, and executive alignment sessions. We've facilitated for ING, Mavi, Arçelik, and Design Thinkers Academy USA.
Half-day to three-day formats depending on the objective. Problem framing sessions are typically one day. Multi-stakeholder alignment and innovation sprints typically run two to three days.
Yes. We've facilitated both in-person and remote workshops across US and European teams. Remote formats work best when the group is under 20 participants and the session is structured around specific decisions, not open ideation.
A documented set of decisions, prioritized problem statements, or a validated concept — depending on the workshop type. We don't deliver decks of post-it notes. Every session ends with a clear output the team can act on.
Chief Digital Officers and innovation leads running transformation programs, L&D teams building internal capability, and product or strategy teams needing structured alignment before a major decision.