Strategy, facilitation and innovation
Reframed Thinking helps government, research and professional services teams turn what they know into clear strategy, better decisions and change that lands, inside the organisation and beyond it.
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Reframing
Teams are rarely short of knowledge. They often have the answers already, but need help turning them into action. Changing how the challenge is framed is usually what lets a team agree on a clear solution together.
“We need a new strategy.”
“We need our team to be clear and aligned on our priorities.”
“We need more innovation.”
“We need to make it easier for our people to improve how things work.”
“We need a workshop.”
“We need to understand what’s really getting in the way of a decision.”
Services
Most engagements combine two or three of these. All of them start with understanding the problem properly.
How we work
Better answers start with better questions, including the basic ones nobody asks any more. Challenging what exists is how a situation gets reframed.
Why does your team exist, and what is it worth to others? We agree up front what success looks like for the work, so we can both see whether we got there.
You know your situation better than anyone. Our job is to surface that knowledge and turn it into outcomes. We don't arrive with the answers.
There is a lot of good research on how organisations and people change. We draw on it continuously so you're not paying for guesswork.
Work doesn't have to be dull. We're rigorous about outcomes and happy to have a laugh on the way, which turns out to be good for creativity too.
Why we exist
The future belongs to teams with a clear purpose, a strategy for growth and a habit of learning by doing.
Command-and-control structures were designed for the industrial era, when the goal was to standardise, optimise and scale. That made sense then. Today, plenty of organisations have become very efficient at things that no longer matter.
Teams full of capable people feel this most. They know their work deeply, but impact depends on others understanding, funding and adopting it. That takes a different kind of leadership: less knowing and controlling, more inspiring and supporting. And it asks teams to add critical thinking and quick, scrappy prototyping to what they already know.
Reframed Thinking was founded by Raphael Hammel in 2019 to help leaders make that shift. He started as an engineer at Airbus, moved into management consulting at Deloitte, and has since led design and innovation work inside complex organisations, including UTS and ANSTO.
Get in touch
Tell us what you're trying to change. If we're not the right fit, we'll say so and point you to someone who is.