Forth and Tay members

Wild Thinking Limited
Business type: Professional Services
Contact: David Robertson, Director
Address: Fernville, Spey Street., Kingussie PH21 1JQ
Email:
Countries worked in: UK, Europe, Scandinavia, Malaysia
Wild Thinking Limited provides learning and development services to clients in the public and private sectors. Our core capability is facilitation and the design and delivery of facilitated learning, team development, strategy and engagement workshops. We specialise in both face to face and virtual online events. Our previous clients include:
• City of Edinburgh Council
• NHS Highland
• Cairngorm National Park Authority
• Loch Lomond and Trossachs National Park
• Scottish Land Commission
• Shell
• BP
• Spirit
• Enquest
• Cornerstone
• Archerwell
We have worked for a number of public sector organisations and we want to expand this involvement. We believe that we have a lot to offer in the learning and development area – including building stronger teams, improved leadership, staff engagement and strategy development.
We would like to be invited for the following business areas:
- Facilitation
- Management Consultancy Activities
- Learning & Development
- Business Consultancy
All of our team are trained facilitators and business coaches. We are certified to deliver Belbin, Everything DiSC and 5 Behaviours. Our facilitation training is certified by the Institute for Cultural Affairs and the Kinharvie Institute.
Areas of Expertise
We are small organisation, with a focus on operating a sustainable business model. We employ 2 people at the core of the company and have a long-standing team of 6 freelance facilitators to call on to deliver project work. This team has a diverse skill set and come from a range of backgrounds. This allows us to match facilitators to relevant projects and client organisations.
We put emphasis on the training and development of our own staff. Each team member has an annual development plan and we focus on ensuring that everyone has knowledge experience of all of our core facilitation tools.
We design and facilitate 6 main types of event:
• Team development
• Staff engagement
• Corporate retreats
• Innovation
• Strategy development
• Project kick offs
We can add value by helping groups and teams to work more collaboratively, to build staff and stakeholder engagement and by encouraging people to think differently.
Capabilities
Capabilities to supply, but no/limited experience in the sector
- DEVEX - Project Management & QA Services: Project Management & Programme Management
- DEVEX - Project Management & QA Services: QA Management & Document Control
- DEVEX - Project Management & QA Services: QS & Financial Management
- DEVEX - Project Management & QA Services: Health & Safety Services
- DEVEX - Project Management & QA Services: Health & Safety Training
- DEVEX - Project Management & QA Services: Communications & PR
- DEVEX - Project Management & QA Services: Asset Management and Inventory Control
- Decommissioning: Documentation
- Decommissioning: Decommissioning
Other services offered
- We are a team of trained, experienced and highly motivated professional facilitators. Our job is to design and facilitate workshops that help organisations to think, discuss, plan and learn in new and exciting ways.
Case studies
Decommissioning Project Wild Thinking was asked to get involved in a major North Sea decommissioning project. The brief was to help ensure continued focus on developing the effectiveness of the onshore & offshore teams involved. Decommissioning is a complex and challenging undertaking and the outcomes that we were asked to deliver included: Enhanced focus on identifying and implementing lessons learned More effective front line leadership Developing a “1 team” approach
Contract type: n/a
Value: £50,000.00
Initially, we visited the platform to hear first hand about the issues involved. We then designed a series of onshore workshops, attended by all of the crews, where we explored the issues, agreed on strategies for success and created a Performance Charter that the whole team signed up to. The Performance Charter became a central focus for the team. We developed a Dashboard to promote a greater awareness of the key performance metrics and worked with offshore coaches to help them to effectively engage with the rest of the team on implementing lessons learned. We then delivered a series of highly tailored leadership skills training sessions to the front line supervisors. The focus was on developing the skills necessary to drive forward the success strategies agreed at the workshops. The sessions were coordinated to allow offshore workers to train the day prior to their departure to the platform, ensuring a highly efficient use of time. A Wild Thinking Consultant made a number of trips to the platform, to support the Supervisors and the Coaches as they further developed their skills. After 12 months of activity, at the end of the decommissioning project, we got the whole team together onshore to celebrate, review and agree on the focus going forward to the next decommissioning.
Major Organisational Development Project Our client is a major public sector organisation which was in the process of integrating various service delivery functions under one umbrella department. They asked Wild Thinking to help them implement these changes, with a focus on developing a strong central leadership team, moving away from silo based working and engaging the wider workforce and with stakeholders.
Contract type: n/a
Value: £10,000.00
After initial brief and 1:1 diagnostic sessions with key individuals, we designed a series of interventions. The first stage was a workshop for the Leadership Team at which we explored what key stakeholders needed from them. We then translated this in to a Team Vision and Purpose and went on to use this as a basis of a Team Charter, which covered values, performance measures etc. It was important to clearly establish roles and boundaries within the new organisational structure. To do this, we used a live case study to help clarify the boundaries, and in particular to decide how the various service delivery arms would interface with each other going forward. The next stage of the project was to roll out the Team Charter to the wider organisation. We organised a series of events for Tier 2 managers at which the members of the Leadership Team introduced themselves and talked about what the Team Charter meant to them. This very personal approach set the tone for the rest of the managers, who then worked in facilitated groups to engage with the Team Charter and think through what it meant for their own team’s accountabilities and working culture. They then identified the specific actions that would be needed to fully embrace this new structure. We then held follow up sessions with the Leadership Team to measure progress and to resolve any outstanding performance issues.