“Open Strategy has been a game changer for The Bridge. We were able to increase our services and receive greater diversified funding to deliver outstanding client outcomes.”

– Mary-Jane Stolp CEO The Bridge Inc

The Bridge Inc is a disability provider delivering critical support and employment services across Melbourne, Victoria.

Prior to engaging Foundstone, The Bridge were working from a legacy strategic plan, which had limited direct staff involvement or input from their community, carers, corporate partners/funders.

Ongoing sector change and consolidation created an opportunity for The Bridge to strengthen its connections with stakeholders, with a focus on the people it supports and its overall impact.

The organisation wanted to be re-energised, to become more competitive and consistent in achieving tangible impact with their clients and community.

A common understanding was needed across staff and leaders, with a clear path to change, alongside better engagement with external stakeholders and new models of delivery and revenue.

“The difference between the open strategy process and a closed one is the quality of insight and buy-in.”

– Naomi Black, General Manager – Marketing and Communications

The Open Strategy process was conducted over a period of around six-months and included multiple workshops and direct qualitative input. It opened up the strategy conversation to involve more than 80 internal stakeholders and 20-plus external stakeholders, including clients, families and carers, corporate partners, funders and peak bodies/government.

Foundstone facilitated workshops, one-on-one sessions, and created feedback loops, synthesising ideas and checking back with key stakeholders.

Facilitating both the internal and external strategy consultations, Foundstone led the conversations across board–executive, management, and staff levels, and external stakeholders, ensuring broad and different voices were key inputs into the strategy process.

Through these unique insights, the organisation was able to pinpoint unique signals of change and gain a crystal-clear understanding of priorities.  This enabled them to make informed decisions across their organisation-wide strategy, with direct ownership and buy-in.

“As part of the strategy, our voices were heard. We were listened to and the organisation took on board what we said.”

– Kathy Angus, Carer

A year after completing the strategy process, The Bridge has exceeded its strategic implementation plan metrics and the organisation is on track to double in the next five years, alongside a renewed focus on outstanding client experience and impact.

The Open Strategy process itself resulted in new, diversified business models, expanded contracts and agreements, increased income and funding, and the development of a brand new service line with key stakeholders.

Growth has included a successful M&A with a services provider, increasing geographic reach and adding an additional 120 employees.

The strategy process enabled the expansion of their Social Enterprise team and translated into new and scaled revenue lines – moving from one to three warehouses, the launch of two micro-businesses and progressing plans for additional service offerings.

Internally, the process built a common language across all levels, boosted employee engagement, and enabled change management because a broad set of people had direct input.

Since the strategy process, The Bridge Inc has become an employer of choice – officially Certified™ as a Great Place To Work® based on globally respected standards, putting them in the top 10% of for-purpose providers in employee satisfaction. They have also received the coveted Community Impact Award at the South East Business Awards.

“After experiencing an open strategy with Foundstone, I couldn’t actually see it working any other way. It just doesn’t make sense to have a top-down approach.”

– David Kazakoff, General Manager Employment Services