For Leaders Facing Challenges No Single Team Can Solve
Some challenges can't be solved by one team, one function, or one institution. When the answer lives across a fragmented system, MMG convenes the right people, forces the right decisions, and delivers a strategy the people who must execute it actually own.
The executive retreat that didn't stick. The consulting report that sat on a shelf. The stakeholder meeting that produced input but no decision. These outcomes aren't flukes — they're symptoms of a misread. Most leaders have been handed a challenge that was mislabeled before they ever touched it. Treating a complex, multi-stakeholder problem like a planning problem doesn't just slow you down. It costs you.
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Expert facilitation of focused working sessions — half-day or full-day — using MMG's battle-tested Analyze-Brainstorm-Choose methodology to produce decisions, not documents.
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A structured one-day session to define your complex challenge precisely before investing in a full multi-stakeholder engagement. Produces a problem statement, stakeholder map, and strategic brief.
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MMG's flagship three-day workshop. Convenes your internal team and external stakeholder village to build an execution-ready strategy — co-created, pressure-tested, and owned by the people who must implement it.
Learn more →Life Sciences — Eisai Canada
Canadian MRI wait times of 133+ days threatened the viability of the Leqembi launch. The true constraint — a shortage of Medical Radiation Technologists, not machines — was invisible until the right stakeholders were in the room.
Output: Priority Reclassification Pathway & System-Wide Capacity Plan
Government — NOAA
Four NOAA line offices operated as separate fiefdoms with duplicated systems and no shared standards. A culture of institutional inertia had replaced strategic thinking. MMG structured the conditions for a whole-system view.
Output: Cross-Bureau Prioritization Framework & Data Governance Agreement
Not-for-Profit — HIRO
HIRO's village spanned care staff, clients with cognitive impairments, families, government health authorities, and community partners. No single actor could mandate the necessary changes. Coordinated behavior was a prerequisite, not a preference.
Output: Scenario-Tested Recovery Plan with Named Execution Owners
eCommerce — Cymax
Every decision routed through the CEO. Vendor trust eroded. Teams siloed. The challenge was not strategy — it was the absence of a structured process to surface real organizational consensus and assign execution discipline across the leadership team.
Output: Tiered Vendor Engagement Model & Decision-Rights Matrix
Not every strategic challenge is the same kind of problem. The Cynefin framework maps challenges to four domains — each requiring a different mode of intervention. Applying the wrong tool to the wrong problem is the most common reason strategies fail. Understanding which domain your challenge occupies is the first decision that matters.
Analytical Territory — Low Social, Low Knowability
The answer is knowable with the right expertise. The challenge is building the change strategy that turns technical solutions into operational reality.
The Village Problem — High Social, Low Knowability
No playbook exists. The answer can only emerge through structured convening of the stakeholders who hold competing constraints. Expert analysis alone will not move the system.
Predictable — Low Social, High Knowability
Known solutions exist. The path forward is clear and the stakeholder environment is manageable. Structured execution and clear ownership are the right tools.
In Transition — High Social, High Knowability
Parts of the answer are known, but execution requires alignment that doesn't yet exist. The problem isn't fully defined and the village may not be fully identified.
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