A valued thinking partner

WaterAid needed a strategy process to address the changing global environment: climate change, funding, geopolitics. It had to be done in a way that was participative, rather than solely being HQ driven.

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Danish Health Service

Leadership development through a new lens

Medical leaders need to deliver services to populations with complex needs.  Solutions cannot come from working the system harder. New ways of acting are essential. There is a need to think and act beyond silos and across organisational boundaries, challenging assumptions to create new ways of shifting the health system.

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Breaking down corporate barriers through large collaborative interventions

Saint Gobain were seeking to gain new sources of growth through collaboration across technologies, product groups and geographies. GameShift has supported across the organisation over 4 years using hybrid interventions which has supported continued growth and focus on purpose & ESG goals

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Nottingham Trent University

Supporting large scale strategic imagination and action

Nottingham Trent University wanted to develop a participative strategy to transform it from an ex-polytechnic to a leading modern university. GameShift designed and facilitated a process engaging academics, staff, students, alumni and local stakeholders. GameShift helped develop the University Executive Team's leadership capabilities to drive the new strategy.

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Branded global food and drink company

Connecting and collaborating for better

This company had a highly dispersed EMEA leadership team that wanted to build their capacity for collaboration to grow customer satisfaction, innovation and sales. Through working with GameShift the Exec board reached a greater understanding of the work required by them, individually and collectively, to enable them to have the strategic conversations to meet their EMEA objectives.

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Government Agency

Constructive coaching for change

The organisation was having culture and performance issues which GameShift designed a series of interventions, including 1-to-1 coaching, team coaching and a series of workshops. This resulted in the CEO and team reporting an increased ability to have frank conversations about difficult - and often strategic - issues that need to be tackled.

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