One meeting, many needs – how to build consistent teamwork

The implementation in Barcelona was a response to the complex development and integration needs of a team of 35 people, composed of employees from different locations. The participants did not work together in one team on a daily basis, and their cooperation was occasional, which increased the importance of integration and relationship building through direct contact. At the same time, the organization faced the need to communicate key information about the new strategy and embed it in the broader context of common goals and direction of development. The range of expectations was wide and included the need for development, integration, and the organization of common directions for action. Already at the preparation stage, there was a need to gather and understand the diverse perspectives of the participants, which became the starting point for designing a coherent and valuable program.

The biggest challenge was to reconcile many different needs within a single event and to create a format that would be engaging for participants with diverse experiences and expectations. It was crucial to find a balance between the developmental and integrative parts, as well as between the strategic message and the space for free exchange of experiences. It was also important that people who do not work together directly on a daily basis could quickly feel part of a common whole and build the foundations for further cooperation.

The preparation process began with several meetings devoted to learning about the specifics of the group, its competencies, and the context in which individual teams operate. At the same time, a meeting with leaders was held to better understand the business objectives and expectations related to communicating the new strategy. On this basis, a program was designed that thoughtfully combined training and integration elements. Business games played a key role, creating a natural space for cooperation, exchange of perspectives, and relationship building between participants from different locations. This form of work allowed us to combine the strategic message with team experience in an engaging way, while ensuring a balance between structure and freedom. As a result, participants not only gained a better understanding of the direction of change, but also felt part of a shared history and foundation for further cooperation.