Applied Theatre – Through storytelling and characterisation these interactive interventions provide a forum for the audience to develop a better understanding of their own behaviour and that of other in a given situation. They guide the audience towards the desired future state by illustrating an attainable ‘journey to success ‘. These interventions are facilitated to ensure the message is received and to enhance learning. The intervention is designed to address client specific challenges and includes the company branding, cultural climate and is reflective of the demographics of the organisation.

Forum Theatre – A highly interactive intervention where the audience can manipulate or change the action on stage. The play starts with a set scenario of up to 25 minutes where all the incorrect behaviours, actions, mind-sets and attitudes are imbedded. After the initial run the actors will perform the action for a second time. During the second run the audience may stop the play whenever they see something, they are uncomfortable with and make suggestions as to what a better or right way of handling would be. The facilitator guides the actors to incorporate these suggestions on the spot so we can see a different outcome as the play progresses.

Role-Play – The audience is offered the opportunity to ‘act’ and be a part of the action on stage. Volunteers come to the front and select a ‘prop’ from the table in front, without knowing what the ‘prop’ represents. The facilitator presents a case study to the volunteers and the audience and then ask the volunteers to respond to the scenario as the ‘character’ which the prop represents.

Professionally shot on location characters and events based on real life scenarios. Allows for distribution to a widespread audience. Subtitles can be used to accommodate different languages. This film can be shot as a soap opera with various episodes. The episodes can be used as a continuous training tool over an extended period with each episode representing a specific theme or subject matter. The episodes can include typical soap opera style a ‘previously on’ (to re-iterate past learning) and a ‘next time on’ (creating excitement around future learning).

Geared towards creating a better understanding of any change and the challenges associated therewith. The focus groups are designed to address client specific challenges albeit for Leadership or Entry Level Staff Training.

The Amazing Race– This application takes on the form of the TV programme ‘The Amazing Race’, whereby participants are divided into small teams. Each team will receive clues as to where to go next. The clues lead them to various ‘stations’. At each station the team will receive tasks relevant to a specific theme. The teams must complete the tasks successfully before receiving a clue which will take them to the next station. This won’t only be a race against time. At each station a facilitator will score each team on how well they worked together. The team which completes all the stations in the shortest amount of time and with the highest score will walk away the ultimate winner.

Photo Canvas Storyboards – Storyboard photos of our characters are mounted on Canvas / Postcards. Each photo section includes an empty speech bubble. The audience creates their own story by completing the various speech bubbles.

Corporate Theatre is mainly used to entertain and inform and not educate. This is a great tool to use during product launches, end-year celebrations and award ceremonies. Corporate theatre is geared towards getting the audience excited and must and should have all the bells and whistles to do so.

The Room – this is the place for bold, open, let’s cut the nonsense and hold up a mirror dialogue with members of the management team. The role-plays and exercises within this programme allow for highlighting our blind spots, breaking self-destructive individual and team barriers and freeing the hold of conventional leadership.

Supervisory/Middle Management Role-Plays – Middle management find themselves on the receiving end of the brunt of top management as well that of lower/entry level staff. It is an impossibly difficult position to be in. There is a great discord within middle management as their ability to lead is expected and yet they are often the least empowered (enabled/mandated) to do so. During these role-plays the focus is to unlock agency within this level and to create within them an acumen for leadership, true leadership so they can add in exponentially growing the bottom line.

We offer one-on-one coaching for those individuals who require further development in self-mastery, work-life balance, conflict management and general presentation and business writing skills.

Fillers are aids that help in creating sustainable awareness between intervention breaks. Examples include, radio-spots, infographics, roadmaps, pop-ups etc.

We have extensive experience within the SHEQ framework, and we’ve done multiple successful rollouts to assist with BBS. These rollouts vary from a once off intervention during Safety days or forms part of a safety campaign over 12-36 months. With our safety interventions the main aim is to create a clear understanding of the importance of what ‘being safe’ holds for the individual so we can create an invested pro-active safety conscious workforce instead of a reactive one.

With many companies becoming more Agile and moving away from Waterfall staff often find themselves struggling to personally identify and resonate with ‘BEING’ Agile vs merely ‘DOING’ Agile. Agile principles are foreign waters in a world where business as usual still exist especially when systems and processes are still aligned with Waterfall. Understanding one’s role within Agile when there is perceived ‘role-confusion’ can create an undesired unconscious dynamic which is not only detrimental to the team but to the individual as well. By showcasing the individual’s journey context is created on how one can achieve agency and embrace failing forward as to fully invest in the Agile (New Ways of Work) way.

With the World Bank’s announcement that South Africa is the most economical unequal country in the world came the inevitable harsh reality of cost cutting. Many companies are going through major restructuring and downsizing. Those individuals who remain in the company’s employ are often demotivated, suspicious and distrusting of management. To expect an organisation to thrive, grow and continue producing/delivering with a disengaged, reactive workforce is an impossible task. To get one’s workforce to re-invest in your organisational lifecycle is of utmost importance. It is critical to educate staff strategically what is needed in this economical, environment for the organisation to keep their lights running.

When it comes to the theme of diversity, transformation and inclusion it is no longer merely a matter of culture and demographic. With so many international acquisitions, organisations are often faced with having a global partner with a completely different work ethic than that of South Africa. Navigating these waters are difficult and finding a way of crossing cultural divides that speaks to everyone is what we do best. If we remove the international partners and focus solely on diversity, transformation and inclusion the emphasis must lie not only on creating an understanding of each other’s worlds but also to break down silo thinking so all parties involved can understand strategically how they fit into this realm.

South Africa as a country is lucky (for the most part) to be less threatened by natural disasters. This does not mean we are disaster free. We live in a digital world and the risks involved pose a massive threat to many businesses. Disasters such as digital theft, civil unrest and insufficient power supply are but a few possible disasters which can impact on business continuity. Preparing your workforce and ensuring that they understand, know and implement the business continuity and disaster management plan is vital. It is a proven fact that the first five minutes after disaster has struck is the critical defining factor which determines whether a business will recover from it or not. Ensuring that your workforce is fully committed to your BCM is our commitment to you.

A clean audit is almost unheard of, yet it is the one thing everyone strives towards. It is important to clarify what is seen as Fraud. People like to distinguish between what they see as ‘small fraud’ (using the company phone for personal use) and perceived ‘big fraud’ (leaking the terms of reference to a supplier). From a business perspective it is vital to break that cycle of thinking. There is no such thing as small fraud, any fraudulent act impacts negatively on the business and one must create a culture that speaks of ‘we do not do that here’. This inadvertently leads to addressing company risks and company ethics. The emphasis should not be on ‘over policing’ but rather honing a culture where individuals can ‘self-police’ without having to implement the ‘big brother’ effect.

When it comes to new system implementations many employees are so ‘change fatigued’ that they subconsciously sabotage any new system implementation. Although many frustrations experienced with any new system implementation is organic it does however impact on individual and team performance. The key is to create strategic buy-in into the system and create in-depth understanding on how the individual will personally benefit from it.

Employee wellness has developed much further from just creating interventions around HIV for World Aids Day. With South Africa’s health concerns growing exponentially since 2015 companies have become more aware of the workforce mental health and general lifestyle. With our suicide rate peaking at an all-time high and our population vastly becoming more and more obese organisations are focussing on adopting a holistic approach to employee environment.

Statistic show that only 1 out of 27 dissatisfied customers will make the effort to inform you of their dissatisfaction. This means that 26 customers will disengage and won’t return with their business and you would not be the wiser. With so many competitors in the market as well as the accompanied high staff turnover within the customer service industry keeping staff invested in your offering will lead to a greater customer experience.