We Finally Got Out of the Decks and Into the Work
- Scott Seaborn
- Apr 11
- 2 min read
You've been leading digital initiatives long enough to know the playbook.
Vision. Strategy. Governance. Alignment.
And yet - despite the right intentions and competent teams - so many of your efforts feel like they’re happening around the organisation rather than within it.
The problem isn’t strategy. It’s absorption.
You can’t transform a company if the people responsible for delivering change don’t feel the urgency, don’t own the priorities, and aren’t physiologically involved in shaping the path forward.
Our latest client told us: "yesterday, that changed."
"We went through The Foundry Process. I was curious, cautious - and, truthfully, a little sceptical."
What they weren't expecting was the level of psychological and physiological engagement it created..
It wasn’t a workshop. It was an experience.
Here follows abridged notes from the feedback we received:
"The FlowRoom was unlike any space I’ve been in professionally" Not just in design, but in intent. It was engineered to get people out of posturing mode and into collaboration mode. And it worked.
Within 15 minutes, the room had flipped from “wait and see” to “how do we move this forward?”
The ScoreCard exercise brought real-time clarity to what matters — not just from a leadership perspective, but from the ground up. And Slid3rs forced us to make decisions in the moment, not kick the can into the next meeting.
"What struck me most was the shift in tone across the group." This same team has been through dozens of transformation briefings. But this time, they didn’t just understand the priorities—they felt the tension, the trade-offs, the urgency.
"They left the room with a shared conviction that I’ve rarely seen."
Today, the behaviour shift is already noticeable. There’s a sense of momentum. Teams aren’t waiting for permission - they’re stepping into roles they previously tiptoed around.
For the first time in a long time, transformation doesn’t feel like a top-down mandate.
It feels like an organisation-wide movement..
(And as CIO), "I can tell you: that’s the difference between progress and PowerPoint."
