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Introduction to the Group Explorer Case Studies These accounts illustrate the experiences of three organisations in using the Group Explorer approach to strategy-making. They do not purport to be ‘recipes for success’, but rather guides and sources of ideas to other organisations contemplating making similar journeys. Each organisation - and each workgroup within an organisation - has its own needs and priorities at a particular point in time and so will want to apply whatever process best fits the occasion. Group Explorer, as a suite of tools for problem structuring, is ideally suited to such a contingent approach. The case studies demonstrate particular combinations of workshop events that worked well for the organisations concerned. They have been derived from selected ‘vignettes’ which are described in full in ‘Making Strategy’ by Colin Eden and Fran Ackermann (SAGE, 1998, pp 194-208). A conservation organisation with a complex stakeholder management problem. The case features the development of a high level strategy using Group Explorer; stakeholder analysis; and extension of the strategy-making / delivery process to include the direct participation of 52 of the organisation’s senior managers and ten key external stakeholders. A traditional engineering company in the oil and gas field embarked on a series of one-day strategy workshops involving its key managers and customers. The case includes a detailed description of the Group Explorer modelling and facilitation processes used to generate a composite strategy model expressing the organisation’s strategic intent. A public sector organisation founded to address severe regional-level economic problems. Group Explorer was used to integrate a wide range of internal and external views (including around 70% of the workforce); and to create a new strategic framework and supporting monitoring / performance review system for the organisation.
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