Unlocking collective power with workshops, HMWs, and BHAGs
Tackling complex challenges
We all have one. At least one. Somewhere in the back of our minds, we’ve tried to block it out — that project that will not be named. Just thinking about it makes your stress levels spike, you find yourself inhaling deeply and breathing out just as hard.
That project felt like slogging through mud, with challenges that were too complex, too far-reaching, and with too high a stakes. You didn’t have enough people, and time was running out. Maybe it was a few of these factors, or maybe it was all of them. With that project, you wondered, How do I make real progress? Why is this so hard? How do I break out of this vicious cycle of frustration? Only to have those questions echo back, haunting you, and maybe even repeating on the next project.
The underlying answer to those questions might lie in changing how the work gets done. Instead of pushing through the same broken processes, getting to a better way often requires stepping back, re-framing the problem, and finding new structures and rhythms that allow teams to rethink challenges collaboratively, generate fresh solutions, and create a clear, actionable path forward. Breaking that cycle isn’t about working harder, but about creating the right environment to work smarter.
I believe the solution lies in a well-structured environment where teams can collaborate, brainstorm, and focus on finding the best path forward. Spoiler: it’s not another meeting.
I believe it starts with a “w” and ends with “orkshop.”
A roadmap for solving complex business problems
Workshops offer a structured, facilitated environment specifically designed to help teams unspool and navigate complexity. Remember Damien Newman’s squiggle?
Unlike most meetings, where discussions can veer off course or lose focus, workshops are built with purpose and infused with purpose to explore issues, generate ideas, and reach solutions through a previously agreed upon step-by-step process. They themselves act as a roadmap, guiding teams through the problem-solving journey, and providing the tools inherently the group needs to overcome obstacles.
One powerful element that workshops introduce is the opportunity to set BHAGs (Big Hairy Audacious Goals) — long-term, bold objectives that challenge teams to think beyond an immediate context and current limitations. This can be done before the sequence of workshop activities or as part of the agenda. BHAGs, first introduced by Jim Collins and Jerry Porras in their book Built to Last, are just one mechanism of forward progress along with “experimentation and entrepreneurship, or continuous self-improvement. ”
By focusing on these audacious goals as a target, the workshop’s collaborative activities can align teams around that inspiring future vision, creating clarity and direction that moves beyond day-to-day operations.
Workshops, by their nature and if built properly, are all about collaboration, focus, and momentum. They bring together a diverse set of people in the same place and same time to build on others’ creative thinking, explore other perspectives, and help teams adapt to challenges in real time. With the right activities and right facilitator, workshops can transform confusion into clarity, enabling teams to solve complex problems with confidence.
As a side note in Built to Last, the authors point out that in their goal was to uncover the timeless management principles that set apart outstanding companies, they found that many of today’s so-called “innovative” management methods are far from new. Concepts like employee ownership, empowerment, continuous improvement, total quality management (TQM), common vision, and shared values may dominate today’s business jargon, but they’re often just updated versions of practices that date back as far as the 1800s.
Setting ambitious goals in workshops
One of the most powerful aspects of a workshop is its ability to foster collaboration. As Collins and Porras discuss, visionary companies are built not by “time tellers” — charismatic leaders focused on short-term success — but by “clock builders,” leaders who create lasting, well-structured organizations.
These companies thrive because of enduring processes and systems, not because of any single high-profile figure. Similarly, workshops provide a structured environment where teams can come together, share insights, and solve problems collectively. This collaborative approach is essential because complex challenges are rarely solved in isolation. By leveraging the collective intelligence of the group, workshops lead to deeper problem-solving with more inclusive decision-making.
Incorporating “How Might We” (HMW) questions during workshops is one way to unlock new possibilities. These open-ended questions — such as “How might we achieve X while overcoming Y?” — encourage participants to think expansively and explore innovative approaches. Paired with the ambition of a Big Hairy Audacious Goal (BHAG), HMW questions help teams break down seemingly overwhelming challenges into actionable steps.
For example, if a team’s BHAG is to ‘double market share in five years,’ the facilitator could ask, ‘How might we create customer experiences that are heads and shoulders better than our competitors to capture new market segments?’ This approach pushes the team to think boldly while identifying practical strategies to reach their ambitious goals.
Next, let’s look at a few real world examples of innovation through workshopping methods.
Five examples of innovation workshops
We’ll start with the development of the Ford F-150 Lightning, Ford’s first all-electric pickup truck, showcases how collaborative workshops can help solve complex challenges, such as transitioning a combustion-engine vehicle to an electric one. Led by Chief Engineer Linda Zhang, the team conducted brainstorming sessions to integrate a fully electric powertrain while preserving the durability and performance standards that define the F-150.
Ford Motor Company’s design team, including Exterior Design Manager Kenny Moore, also ensured that the vehicle’s aesthetics matched its innovative technology, with meticulous attention to detail throughout the process. These workshops enabled Ford’s cross-functional teams to address the unique demands of electric vehicle design, drawing lessons from models like the Mach-E and achieving a balance between cutting-edge technology and the F-150’s legacy of durability and performance.
Another example is Amazon’s ‘Working Backwards’ workshop, which is a customer-centric framework that begins with defining the end goal by writing an imaginary press release and FAQ for the finished product, forcing teams to clarify the product’s purpose, value, and impact before any development takes place. This approach ensures that all decisions align with solving real customer problems rather than focusing on trends or unnecessary features. By starting with a customer-first mindset, teams are required to think deeply about the target audience, the problem being solved, and why the solution matters, fostering alignment and clarity across the organization. The process helps eliminate assumptions, keeping teams focused on meaningful outcomes throughout development. By working backward from a clear vision of success, Amazon ensures that each step is purposeful and rooted in real customer needs, reducing wasted time and resources while delivering products that resonate with users.
GE Healthcare’s Adventure Series is a groundbreaking initiative that transforms traditional medical imaging environments into immersive, child-friendly experiences, significantly enhancing the patient journey for children undergoing MRI scans.
Launched in 2016, the project employed design thinking methodologies by collaborating with healthcare professionals and parents to address the anxiety many children experience during medical procedures. Through this process, GE developed themed imaging rooms — such as pirate ships and space exploration — that immerse children in captivating narratives, reducing fear and making the procedure more engaging.
SoftServe’s Rapid AI Assessment is a two-day workshop designed to evaluate and align technology and business goals with AI-driven solutions, identifying unique opportunities while minimizing the risk of AI investments. The assessment begins by mapping key roles, processes, and components across your user, organization, service, and data ecosystems, revealing how value is exchanged through data, work, and processes. This evaluation provides a comprehensive view of your AI, data, and innovation maturity, allowing for a clear understanding of how AI technologies can address specific business challenges and opportunities.
Not to be left out, let’s look at an older example from Stanford d.school who set out in 2007 to design a low-cost infant incubator to combat neonatal hypothermia in developing countries. Initially aiming for a $250 incubator, they realized after speaking with healthcare workers in Nepal that they were addressing the wrong problem — most premature and low-birth-weight babies died en route to hospitals, not for lack of incubators, but due to distance and a lack of electricity. The team reframed their challenge to create an ultra-low-cost, portable device that could maintain a baby’s temperature without electricity. This led to the development of the Embrace Infant Warmer, a sleeping bag-like device with a removable heating pad that could keep babies warm for over four hours, costing under $25 to produce.
By involving local doctors and families in the design process, they made key modifications, such as adding a window for monitoring chest movements and simplifying the temperature gauge. The Embrace Warmer is now used in over 20 countries, saving lives by being both accessible and affordable. (Link to donate at the end of this article.)
Workshops as tools for collaborative problem-solving
At their core, workshops are about collaboration, focus, and momentum. They bring together a group of people to explore different perspectives and build on collective creativity while adapting to challenges in real time. With the right slate of activities and a skilled facilitator, workshops can transform confusion into clarity, empowering teams to solve complex problems with confidence.
As Dr. Myriam Hadnes, host of the Workshops Work podcast, pointed out in her interview with Sarah Norton and Steve Ray: “If people know how to cook, does this mean they no longer need chefs and restaurants?” The answer is no. The more we know about cooking, the more we appreciate a skilled chef’s expertise. The same is true for facilitation. Even if you have basic facilitation skills, a professional facilitator can elevate the experience, ensuring the process flows smoothly, stays focused, and yields clear outcomes.
Facilitation skills, such as those used in Amazon’s Working Backwards and Ford’s/d.school’s human-centered design workshop examples, are essential for keeping teams aligned and focused on their goals. This approach not only fosters creativity but also ensures that solutions are both innovative and actionable.
Setting ambitious goals in workshops
Workshops are a powerful tool for fostering collaboration and setting ambitious goals. As Collins and Porras highlight in Built to Last, visionary companies thrive not due to the presence of a single charismatic leader but through the creation of lasting structures and systems. Similarly, workshops provide a framework for collective problem-solving by enabling teams to share insights and tackle challenges together. Incorporating How Might We (HMW) question during these workshops encourages expansive, creative thinking. For instance, if a team’s BHAG (Big Hairy Audacious Goal) is to “achieve a customer satisfaction score of over 90% across all digital touchpoints in the next three years,” a facilitator might ask, “How might we improve customer satisfaction by personalizing user experiences across our platform?” This combination of BHAGs and HMW questions helps break down large challenges into smaller, actionable steps, resulting in bold, practical solutions.
In the design sprint methodology, HMW questions are key during the first day’s activities to align the team on a specific challenge or target. AJ&Smart’s Sprint 2.0 refines this process by starting with a time-boxed group interview that includes both the core sprint team and relevant stakeholders or experts, offering valuable context to the challenge. As the team gathers insights, they capture HMW questions on sticky notes, which are then grouped and prioritized through dot voting. This technique allows the team to identify the most pressing issues while ensuring alignment across participants, addressing common hurdles such as unclear business objectives or insufficient data.
The HMW framework transforms a problem into a question that invites the group to explore solutions collaboratively. This process guides the team toward long-term goals or even a two-year goal, as outlined in the Sprint 2.0 approach, alongside actionable sprint questions. While a two-year goal in the context of a design sprint may not be as bold as a traditional BHAG, it provides a solid foundation for the team to aim high and lay the groundwork for more ambitious targets down the road.
We’ll look at the BHAG working in conjunction with HMW questions in greater detail soon.
From audacious goals to actionable outcomes
Workshops are more than just a tool for group discussions — they are a proven method for solving complex problems and setting transformative goals. They bring structure to chaos, foster collaboration, and ensure that teams leave with clear, actionable outcomes. Whether it’s setting a BHAG, using HMW questions, standing up a design sprint, or adapting to changing circumstances, workshops offer a roadmap for success that ensures no one gets lost and everyone in the process is focused along the way.
Thanks for reading. Let us know what you think, drop a comment or get in touch some other way, we’re always open to hearing others’ points-of-view — if it’s different or the same as ours.
Citations:
- Built to Last by Jim Collins and Jerry Porras (Buy from Bookshop • Amazon) — Based on a six-year research project, Collins and Porras’ book analyzes 18 enduring companies compared to their top competitors, revealing the common practices that contributed to their long-term success, and offers a practical framework for building lasting organizations
- https://designthinking.ideo.com/ — A human-centered innovation approach that integrates people’s needs, technological possibilities, and business viability, fostering creative problem-solving through empathy, iteration, and collaboration, as popularized by IDEO
- https://medium.com/design-voices/where-does-the-phrase-how-might-we-come-from-9ef48efc812f — Have you ever wondered where How Might We questions came from? Maybe Google, Stanford’s d.school, IDEO, etc. I did myself a few years ago and think I figured it out.
- https://blog.experiencepoint.com/2010/02/16/design-thinking-in-action-embrace-global/ — In 2007, a team from Stanford’s d.school developed the Embrace Infant Warmer, a $25 portable, electricity-free device to combat neonatal hypothermia, after realizing the true issue in developing countries was not a lack of incubators but distance and electricity, and it is now saving lives in over 20 countries, donate to Embrace Global here.
- https://workshops.work/podcast/212/ — A podcast episode from Dr. Myriam Hadnes that explores how conflict, often avoided in workshops, can be a valuable growth opportunity when embraced rather than managed or resolved. Sarah Norton and Steve Ray, experts in conflict facilitation, share their insights on transforming conflict into a tool for progress and radical change.
