One day. A new direction.
A one-day sprint shaped a course now embedded in the British Military Advisory Training Team’s core curriculum.
Thinking Infrastructure
For leadership teamsMake better decisions.Move forward together.
Focused sprints, practical workshops and ongoing partnerships that help leadership teams turn difficult questions into clear decisions.
Selected organisations we’ve worked with
Different challenges.
Real next steps.
A new course. New ventures. A clearer proposition. See where the work led.
Explore the work
Ideas with somewhere to go.
Seven weeks of practical company-building with EnSpire Oxford. More than 50 founders.
From review to action.
Five days to simplify the membership proposition and put initiatives into motion.
“Kept us on track and exposed us to different perspectives which reshaped our idea.”
What needs to move?
Start with the question in front of your team.
Make a decision your team can explain.
Examine the evidence, challenge assumptions and weigh the trade-offs together. Make the next move clear.
Talk it throughClear thinking.
Practical progress.
Thinking Infrastructure is how your team understands a problem, makes a decision and carries it into action.
- 01
Understand.
A clear question.
Before the meeting. Agree the question. Compare perspectives, examine the evidence and challenge assumptions.
- 02
Decide.
A decision people understand.
In the room. Weigh the options and trade-offs. Make the choice, its reasoning and its ownership clear.
- 03
Act.
Next steps. Named owners.
After it. Agree who does what and when to review. Build the practice into everyday work.
Start with the work.
One decision or a bigger change. We agree the scope, outputs and fees before you commit.
One day to five days
Clarity & Alignment Session
A decision that needs focus. Preparation, a focused session and follow-through.
Discuss a sessionOngoing
Innovation Operating System
Better decisions as a shared practice. Work on how your team tests assumptions, develops ideas and learns.
Discuss the practice
INSO Partnership
Bring it all together.
Strategy, people and delivery. One ongoing partnership, shaped around your priorities.
From £5,000 a month
Discuss a partnershipA different perspective.
Research and conversations on leadership, innovation and change.
Explore our insights
Guernsey Innovation Report
An island. A world of possibility.45+ leaders. 40+ hours of interviews. Perspectives on Guernsey’s future.
Read the report
The Good Ideas Club
Conversations with people finding new ways to think and work.
Explore the episodesPerspectives from the Guernsey Innovation Report and The Good Ideas Club.
Experience behind our insights
Selected report contributor affiliations and podcast guest career experience. No organisational endorsement is implied.
A wider world
of experience.
The useful idea isn’t always in your industry. Our community brings leaders, innovators and specialists together to offer a different perspective.
Explore the communityOur operating hubs
- Guernsey
- London
- Prague
Before we talk.
A few things you may want to know.
What is Thinking Infrastructure?
The shared practices behind a team’s decisions: how it frames a problem, examines assumptions, makes a choice and coordinates action. The reasoning stays visible, so the decision can be understood and revisited.
How is this different from a workshop?
The session is one part of the work. We start with the decision it needs to serve, then agree preparation, responsibilities and follow-through.
What if the leadership team disagrees?
Make the different views and uncertainty visible. Your team keeps the authority to decide. Acting together does not require everyone to hold the same opinion.
What would you need from our team?
The people who can decide and act, relevant information and a sponsor for the work. We agree preparation, participation and responsibility for follow-through before starting.
Why involve INSO rather than our own team or a large consultancy?
Your team knows the organisation. We bring an outside perspective, challenge assumptions and help people work through difficult choices together. The aim is to strengthen your team’s judgement and ability to act.
What will our team be able to keep using?
The tools and practices you use during the work. We agree which materials your team will keep and how you will use them, so the capability stays with you.
How do we choose an engagement and understand the cost?
Start with the situation, not a service. Together, we define the work, participants, outputs and follow-through, then agree the fees before proceeding.
What could prevent the work from helping?
Missing decision-makers, limited information or no capacity to act can hold things back. We surface these constraints early and agree review points to check that the work is addressing the right problem.
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