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Helping teams across UNSW strategise on student employability goals for the next 10 years
Enterprise-wide goal strategising for UNSW Employability
Workshop consultation to develop a strategy plan at TwoCollaborate

Brief
TwoCollaborate was engaged to help UNSW teams define and set employability goals to ensure UNSW remains Australia’s top university for student employability for the next 10 years.

Challenge
TwoCollaborate had to map out strategy recommendations considering all enterprise levels – from executive, faculty, and industry – across the wider university systems – from leadership to data and governance.

What I did
  • Pre-workshop preparation of artefacts, such as designing canvas detailing and visual frameworks
  • On-site workshop co-facilitation
  • Live visual scribing
  • Report of workshop findings and strategy recommendations
  • Visual framework mapping out stakeholders, responsibilities, and strategic considerations

What I delivered
  • A visual framework mapping out teams and responsibilities across enterprise to clarify accountability and mitigate overlapping work
  • Detailed and defined frameworks of how and what responsibilities look like for teams
  • A priority list of initiatives to ensure UNSW understood which responsibilities were more urgent to deliver for students first
  • Detailing practical actions for enterprise-level teams to support this university goal
  • An illustrated visual scribe serving as an artefact for clients to use to recall workshop captures
 
Timeline
Roughly 6 weeks.
Dotmocracy is an example exercise I helped facilitate to understand which initiatives were more urgent for the university to act on – no assumptions here, just real inputs!
Facilitating design-led activities to build evidence-led solutions, not assumption-driven prototyps

I helped facilitate a series of design-led activities that enabled stakeholders to actively test and evolve employability frameworks and strategies. Through exercises like consideration mapping and priority dotmocracy, participants were able to surface gaps, challenge assumptions, and iterate on ideas in real time.

This ensured the outputs were grounded in lived operational realities, not just strategic assumptions, reinforcing an evidence-led and iterative approach to service design.
The activities I facilitated brought together individuals from teams across the enterprise to allow for data and user research to be highly aligned in shared outcomes leading to more nuanced insights and effective strategies.
Designing activities to align cross-functional teams across a complex enterprise system

The workshop activities brought together teams across the enterprise, from IT to academics, to co-design and discuss student employability initiatives across UNSW.

These activities created stronger trust and shared outcomes to deliver sustainable, coherent initiatives.  This helped clarify roles, responsibilities, and interdependencies across university, faculty, and industry levels.

Effective questions yield effective responses. I crafted artefacts in a manner which allowed participants to translate abstract ideas and strategies into actionable steps.

How we translated abstract insights into practical service actions and standards

Beyond generating insights, the workshop focused on defining what “good” looks like in practice. By exploring both minimum and exceptional standards, we translated abstract ideas into actionable standards, such as clearer ownership models, student-focused initiatives, and structured industry partnerships.

This helped shift the conversation from strategy to implementation, supporting more tangible pathways for continuous improvement and operational delivery.