We are committed to delivering our service based on a strong foundation of the latest thinking in our field. We’ve been doing so for a decade. And we continue to update our methodologies on a regular basis.
2002 – Conbrio is started with a focus on strategic planning
2003 – First strategic plan using graphic facilitation tools.
Plans were for a financial services company and a not-for-profit school and community center.
2004 – First incorporation of scenario planning tools in creating a strategic plan.
The project was for a public housing agency.
2005 – First project combining a café-style discussion with technology to facilitate the discussion.
Project involved more than 70 people sitting three to a table with computers at each table to capture comments in real time.
2006 – Use of scenarios for a strategy discussion of real estate for a company with investment funds in the hundreds of millions of dollars.
2007 – Process improvement projects, including the change management elements, completed for both a large suburban city and a large real estate company.
Change project started for a large suburban Lutheran Church.
2008 – Teambuilding project delivered bringing together team members from Asia, Europe, and the U.S. for a Global Fortune 500 company.
2009 – Organizational assessment, including culture, strategic planning, and balanced scorecard, for a large governmental agency.
Strategic planning project in Honduras delivered entirely in Spanish.
2010 – Conbrio shifted emphasis to focus on change.
Under the umbrella of change it subordinated strategy, culture, teaming, process improvement, executive coaching and other elements critical to individual and organizational change.
2011 – Focus group project for the executive committee of the annual fund at a top-tier private university delivered over five sessions.
Change project, including strategy, implementation, teaming, culture assessment and other change elements at a construction company.
2012 – Executive coaching for participants in the leadership development program of a large construction company.
2013 — Comprehensive leadership program designed to precipitate change, including scenario planning, leadership, teaming and business development elements, began at a large law firm.
Did first design thinking project as part of a team figuring ways to help low income people who are unbanked and under-banked.
2014 – Began research into leadership elements, resulting in the writing of several white papers articulating the interrelationship of what leaders must know, what they must be able to do, what they must recognize about themselves as people and the role of context the three elements together play.
2015 – Worked with the 100-person Finance Division of the King Abdullah University of Science and Technology in Jeddah, Saudi Arabia, to assess the division’s culture.
2016 – Added assessment certifications in culture and leadership using sophisticated tools developed by Human Synergistics.
2017 – Delivered webinars on the neuroscience supporting design thinking.
Added certification in design thinking portfolio of certifications. Delivered first public sector placemaking project.