At D3 Partnership, we often remind leaders that the skills that got them here are not always the ones that will carry them forward. That mindset was central to a recent strategy day we facilitated with FD Group, a session designed to blend honest reflection with ambitious, future-focused thinking.
As the group looked back on the defining moments of 2025, we encouraged leaders to reflect not only on organisational progress, but also on their personal impact, team dynamics, and the evolving expectations of their roles. This multi-level view created the foundation for a much clearer sense of direction as they began shaping their aspirations for 2026.
A significant part of the conversation centred on how different areas of the business will need to evolve. Leaders explored the future role of branches and teams, what they will need to succeed, and where efficiencies could be strengthened, from improved processes to better use of technology to more effective communication. The theme that echoed throughout the day was the need to break down silos and deepen collaboration, not simply as a cultural aspiration, but as a strategic necessity.
We then broadened the lens to consider the long-term. The group examined the risks of holding on to “business as usual” in a rapidly shifting market. External influences, competitive pressures and emerging trends all shaped the discussion, prompting leaders to consider what opportunities exist for FD Group to differentiate itself. Departmental leaders also shared early drafts of their 2026 objectives, creating early alignment and strengthening cross-functional clarity.
One of the most powerful moments was the “Boxes, Not People” exercise. This activity asks leaders to design the structure their organisation will need for future success. By reviewing current org charts, surfacing overlapping responsibilities, identifying rising talent and acknowledging key-person dependencies, the group gained a clearer sense of where the business is well-positioned and where it may need to evolve.
From structure, we shifted to capability. Leaders assessed the skills their teams will need in the coming years, where individuals may require more support, and how to build development pathways that match the organisation’s growth plans.
Reporting challenges also surfaced as a shared pain point. Leaders agreed on the importance of more consistent, actionable insights that support better decision-making. Time allowed us to begin discussing the onboarding experience for international employees, particularly how to enhance integration, cultural awareness and virtual training, a conversation that will continue at a future meeting.
The day closed with greater clarity, alignment and collective focus. Leaders left with a more ambitious outlook, a deeper understanding of what the organisation needs next, and a renewed commitment to stepping beyond comfort zones.
For FD Group, it set the tone for a more intentional, collaborative and strategically connected 2026 — grounded in reflection, courage and purposeful action.
