Film-making Challenge Activity

The project

A global bank faced a growing challenge in equipping its managers to lead complex projects across multiple regions and break out of entrenched silos. With teams spread across continents, managers often struggled with communication gaps, inconsistent ways of working, and misaligned expectations around project ownership. The fast-paced nature of modern banking meant projects needed to be delivered more iteratively, yet many managers were still relying on linear, traditional approaches. The organisation required a learning experience that could strengthen collaboration between global offices, build agility, and enhance cross-functional problem-solving. They needed a way to help managers respond to evolving ideas, shifting roles, and tight deadlines – all while fostering trust, clarity, and shared accountability. Ultimately, the bank sought a practical, engaging solution that mirrored real project pressures in a safe environment, and a hands-on, easily scaled solution to blend with an existing project management programme that brought a practical environment for managers to apply their skills.

The solution

To address these challenges, we designed and delivered an immersive learning experience centred on our film-making activity in both a virtual and in-person format to support teams worldwide. The experience was built around our 4D Model – Design, Distil, Delegate, and Deliver – providing a dynamic simulation of the project lifecycle. Managers designed a clear creative concept, distilled ideas under tight timeframes, and delegated roles such as directing, editing, and presenting, strengthening accountability and global collaboration.

After running the pilot and the initial sessions, we also trained the bank’s own global delivery team to deliver the activity themselves, equipping them with the tools, facilitation guides, and confidence to run it internally. This ensured long-term sustainability, and reduced reliance on external support. The result was a scalable, agile learning solution that built cross-border teamwork, adaptability, and real-world project capability.

The impact

The film-making activity delivered significant learning outcomes for the global bank’s managers, directly addressing their challenges around siloed working, inconsistent project approaches, and cross-regional communication gaps. By navigating the 4D approach, managers experienced a fast-paced, iterative project cycle that strengthened their ability to adapt to changing priorities and manage ambiguity.

Working alongside colleagues from global offices improved virtual communication, encouraged cultural awareness, and reinforced the value of shared ownership. Managers learned to allocate responsibilities strategically, collaborate across borders, and make rapid decisions under pressure.

A key outcome came from the Train-The-Trainer support package. Internal managers gained the capability to facilitate the activity themselves, embedding a consistent project management culture across regions. The organisation now benefits from a scalable, cost-effective solution that builds agility, teamwork, and real-world project delivery skills, and continues to roll-out as a key element of their global management development programme.

The problem

A major manufacturer needed a fresh way to embed learning from a technical training programme focused on identifying quality hot spots across sites. Managers were expected to improve how they communicated with frontline teams around critical processes, including initial critical assessments, high-level process and product FMEAs, critical item evaluations, and early gate reviews. However, many struggled to translate technical insights into clear, actionable conversations. Communication often became overly detailed, inconsistent, or directive, reducing engagement and limiting operational improvements. The organisation needed a practical, engaging method to help managers strengthen communication, challenge assumptions, and build confidence in discussing complex quality issues with their teams.

The solution

We tailored our Film-making Challenge to help bring their technical learning to life through story-driven communication. Managers worked in teams to create short films that demonstrated how to identify quality hot spots, conduct early critical assessments, and apply process and product FMEAs using their internal business process documentation. By scripting scenarios, debating quality risks, and visualising real conversations, participants were pushed to simplify technical language, clarify intent, and focus on the behaviours required for effective coaching. The film-making process required collaboration, role flexibility, and thoughtful communication under pressure – mirroring the realities of managing quality issues on the shop floor.

The impact

The Film-making Activity helped managers deeply internalise the technical concepts from their programme while significantly improving communication behaviours. They learned to distil complex quality processes into clear, understandable messages tailored to their teams. Managers strengthened their ability to challenge thinking constructively, lead critical assessments confidently, and communicate FMEA findings with accuracy and impact. The shared creative experience improved trust and cross-team collaboration, breaking down operational silos and sharing of best practices across the company. Most importantly, the films provided practical tools and insights they could take back to their sites – tangible reminders of how to hold better conversations, drive quality improvements, and support a culture focused on proactive problem-solving and consistent operational excellence.

The project

A leading financial institution was navigating a period of heightened volatility, requiring managers to adapt quickly, communicate clearly, and lead their teams with confidence through constant change. Despite strong technical expertise, many leaders struggled to remain composed under shifting priorities, often reverting to siloed thinking or reactive behaviours. The organisation needed a learning experience that would help leaders embrace uncertainty, build resilience, and take people with them – fostering influence, empathy, and alignment. They also needed teams to use new digital tools, including AI, to accelerate output and find smarter ways of working. The challenge was to create a development experience that built these soft and strategic capabilities in a way that felt authentic, relevant, and memorable.

The solution

We designed a version of our Film-making Challenge that placed leaders at the heart of a simulated change environment. Participants were given a client-style scenario where organisational change was suddenly introduced, requiring them to adapt quickly, communicate effectively, and deliver a high-quality film within tight timelines. The role-played client applied pressure, tested assumptions, and shifted requirements, mirroring real-world volatility and prompting teams to demonstrate resilience and agile thinking. Leaders had to break out of silos, delegate smartly, and utilise AI and other digital tools to elevate output and overcome constraints. Throughout scripting, filming, and problem-solving, participants practised influencing others, managing creative tension, and keeping their teams aligned with purpose. The filmmaking process became a safe but challenging environment to explore leadership style, emotional intelligence, and collaborative adaptability.

The impact

The experience helped leaders move from reacting to leading change. Participants became more confident in managing uncertainty, staying composed under pressure, and guiding their teams through shifting expectations. They strengthened their communication skills – expressing purpose clearly, listening actively, and motivating colleagues during challenging moments. Working across functions reduced siloed thinking, while leveraging AI throughout the process increased efficiency and sparked innovation. Teams reported feeling more connected, better supported, and more aware of how to use tools and resources to manage time effectively. The final films served as tangible reminders of the behaviours required for strong change leadership – resilience, empathy, collaboration, and clear, consistent communication—anchoring lasting commitments to improved performance across the organisation.

The project

A major insurance firm wanted to strengthen the onboarding experience for its graduate intake. While technical training was in place, graduates often struggled to articulate how they personally lived the company’s values or what unique strengths they brought to the organisation. Early networking across the cohort was limited, and many felt unsure how to demonstrate teamwork, creativity, and personal brand in a meaningful way. The organisation needed an engaging, inclusive activity that would help new graduates understand the company culture, express their identity confidently, and build relationships across the programme. They also wanted an energising experience that would bring values to life – not through slides or lectures, but through action, collaboration, and creativity.

The solution

We designed a Film-making Challenge specifically for early careers talent, enabling graduates to research, interpret, and creatively demonstrate how they live the company’s values – while showcasing what they intentionally bring to the table. Working in mixed teams, graduates produced short films that highlighted their personal strengths, team identity, and understanding of the organisation’s culture. The process encouraged networking, teamwork, and innovative thinking as they planned, scripted, and filmed their concepts.

To heighten engagement, we introduced a live poll and prize categories, including: Most Visual Film, Best Production Values, Audience Hearts & Minds, and Most Connected Team Film. The experience culminated in a high-energy screening event attended by sponsors and senior leaders, providing a celebratory platform for graduates to showcase their talent, creativity, and future potential.

The impact

Graduates gained a deeper, more personal understanding of the company’s values and how these translate into daily behaviours. They built confidence in articulating their personal brand – what they offer, how they work with others, and the strengths they bring to the organisation. Collaboration throughout the film-making process improved teamwork, networking, and cross-cohort relationships, helping them feel more connected and supported from day one.

The competitive yet fun format boosted engagement and encouraged graduates to think creatively, communicate clearly, and take ownership of their ideas. Managers and sponsors gained valuable insight into the cohort’s potential, while graduates left with tangible achievements and stronger connections. Overall, the film-making experience became a memorable anchor point in the onboarding journey – building culture, confidence, and community in a way that lasts far beyond the training room.

The project

A multi-national services organisation wanted to elevate its teams’ ability to influence and inspire clients, particularly when cross-selling products and services. While employees understood the technical aspects of their offerings, many struggled to communicate with impact, build emotional connection, and position themselves as trusted advisers. Conversations with clients were often transactional rather than consultative, limiting opportunities to uncover deeper needs and create win-win outcomes. The organisation needed a development experience that would build curiosity, narrative skill, confidence, and the ability to communicate value in an engaging and memorable way. They wanted people to move from presenting information to telling compelling stories that spark trust, interest, and long-term relationships.

The solution

We created a Film-making Challenge designed to strengthen storytelling capability and influence. Teams were tasked with producing short films that demonstrated how to inspire clients, articulate a persuasive narrative, and position themselves as confident, credible advisers. Through scripting, storyboarding, and acting out client scenarios, participants practised crafting emotional journeys, simplifying complex propositions, and using passion to bring ideas to life.

Role-played client interactions were woven into the challenge, pushing teams to demonstrate curiosity, uncover client needs, and adapt their narrative to create genuine alignment. The filmmaking process required clear messaging, collaboration, and strong presence – mirroring the skills needed to build trust and cross-sell effectively. The final screening created a shared moment of reflection where participants celebrated creativity and explored what truly influences client decision-making.

The impact

Participants emerged with stronger storytelling skills, able to craft narratives that connect with clients on a deeper, more human level. They learned to shift from selling to consultative influencing – becoming curious about client needs, asking better questions, and framing solutions in ways that build trust and confidence. The experience strengthened their ability to articulate ideas clearly, present with energy and passion, and guide clients toward win-win outcomes.
By stepping into the role of a trusted adviser on film, teams practised the mindset and behaviours required to inspire others, handle objections, and communicate value with conviction. Confidence increased, communication improved, and participants gained practical techniques they could immediately apply in real client conversations. Overall, the film-making experience became a powerful catalyst for building influence, deepening client relationships, and driving cross-selling success.