New Value Creation - Build Capability

Building the MCEC 2016–2021 strategy

Huddle was engaged to assist Melbourne Convention & Exhibition Centre (MCEC) and their Executive Leadership Team (ELT) develop a meaningful and realistic strategy for MCEC’s future. Connecting the strategy to their purpose as well as the use of the Huddle Thinking Framework ensured organisational wide ownership, input and transparency.

THE SITUATION

Melbourne Convention & Exhibition Centre’s purpose is to connect people through memorable experiences. They are Australia’s most renowned events destination, hosting over 1000 events each year and contributing almost $1 billion dollars in economic impact to the State of Victoria.

Their journey to focus on customer-centricity and community engagement led them to Huddle who were engaged to lead a three day workshop retreat for the ELT to develop a new strategic plan for the next 1, 3 & 5 years.  

Each Executive’s individual teams had already done great work around their departments’ strategies, so an opportunity arose to strengthen those by developing a collective strategy. One which was meaningful and realistic and broke down silos between teams so the ELT could focus on MCECs overall purpose and intention and be true to the needs of the people they are in service of.

OUR APPROACH 

Huddle had conversations with members of the ELT to understand more about the team, how they communicate, what they had previously done, visions for the future and their understanding of strategy. From this initial research, we designed a three day workshop retreat. We leveraged our ‘Huddle Thinking Framework’ to support this workshop. The framework helps people understand when we are approaching things strategically versus tactically. It focuses on purpose (what are we doing and why?), outcomes (why are we doing it and when?), approach (what are we doing and how?) and plan (how are we doing it and when?). This approach enabled the ELT to be deliberate in their approach, they developed eight areas of strategic priority including tactical steps that had been throughly considered from the Thinking Framework. Each area of strategic priority was ultimately rooted in who they are in service of; their people, customers and community.

THE OUTCOME

A series of smaller collaborative workshops designed and co-facilitated by Huddle and the ELT followed this retreat to bring in the next level of leadership to critique and co-create the strategy. This also ensured organisational wide ownership, input and transparency. With the conclusion of the strategic planning, Huddle helped create artefacts capturing the eight strategic priorities in a compelling story for the wider MCEC team.