Strategic Thinking & Facilitation



If you don’t know where you’re going, any road can take you there.

You might get somewhere eventually (via the long and expensive way). You might get to a place but never know if it was the best place to be. Or you might never get anywhere at all.


To engage with people, and shift the way they think, believe and behave, we must first understand fully where they’re at right now. Until we do that we can’t challenge their commitment to current attitudes or behaviours.

Our tailored tools and processes will identify the way forward, and gain commitment to new outcomes. We have combined rigorous theoretical marketing and communications models with practical experience and sensitivity to achieve defined outcomes in major strategic communications projects for Federal and State Government departments.

We have also worked with clients to make sense of the research they have on hand, to understand the issues and complexities of sensitive stakeholders and provide a path forward for their strategic communications.

Our expertise extends well beyond the normal scope of communications consulting. Penny Burke was part of a four member team appointed to a Ministerial Review into Recruitment and Retention in the Defence Force for the Australian Government. This required a full review of all aspects of recruitment and retention across Army, Air Force and Navy, full-time and Reserve. Penny was primarily responsible for evaluation and recommendations in the entire marketing approach of the Australian Defence Force. This experience and learning were instrumental in the development of Penny’s first book, Forced Focus – The Essence of Attracting and Retaining the Best People. (If you’d like to read more about Penny’s book, click here)

Since then we’ve conducted employer branding projects for a range of institutions, helping them manage their internal communications for maximum effect.

We understand the benefit of robust strategic thinking, as well as the need for internal engagement and a compelling strategy that brings together internal and external stakeholders with a clear rationale for action, specific outcomes and a detailed plan to move forward.


It takes a particular skill to facilitate a room full of people with individual perceptions and attitudes, not all necessarily focused on a common outcome, sometimes resentful, even hostile. Our skill, we believe, lies in maintaining a delicate balance: encouraging participation, while achieving buy-in and unity of outcome and purpose.

The workshop topics we are most commonly called upon to facilitate include:

  • The Brand Vision Workshop
  • The key message for maximum relevance
  • Communications and business planning days
  • TBC

Effective facilitation is an acquired skill and one we’ve spent many years honing, with processes and techniques to achieve the best result.


Find out more in our e-book Seven Secrets to Facilitation.


I know that your expertise and experience in the fields of marketing, advertising and generational differences have been critical to the Review’s work. My warm thanks for your work.

Federal Government – Department of Defence