Over the course of our capability series, we’ve explored the “why” of capability uplift and shared our philosophy for building design maturity in corporate and government settings. But what does this really look like within an organisation? How does uplift take shape beyond the strategy decks, and what separates meaningful change from well-intentioned activity?
Across global financial services firms, federal and state government departments, and local not-for-profits, we’ve seen first-hand how design-led ways of working are becoming more commonplace. And yet, while “design thinking” might be on the slide titles, the actual transformation for people, of mindsets and methods often falls short of its potential.
The difference between a tick-the-box training initiative and a real shift in ways of working usually comes down to a few key factors. We’ve found that success happens when the right conditions are deliberately created—and stalls when they’re not.
Success Factors (and Barriers) We See in the Field
1. Leadership buy-in and the authorising environment
Success: Senior leaders are not just signing off the budget—they’re active champions. They give permission, clear roadblocks, and model the behaviours themselves.
Barrier: When participants say, “We had to be convinced,” it’s a red flag. If uplift feels like a side project or a mandated exercise, it’s unlikely to take root.
2. Time (more than budget)
Success: Teams are given time to practise, reflect, and apply what they learn to real work. Leaders protect this time like any other investment.
Barrier: We hear, “We just didn’t have time to get into it properly,” more than any other reason for failure. Uplift can’t compete with BAU unless time is deliberately carved out.
3. Real-world problems, not simulations
Success: People work on problems that matter to their teams, customers, or communities—something with stakes and context.
Barrier: When participants are handed “fake” topics or irrelevant case studies, the energy fades fast. Theory only sticks when applied to the real world.
4. A growth mindset culture
Success: Teams who thrive are curious, collaborative, and open to feedback. They are unafraid to be vulnerable, experiment, or fail forward.
Barrier: A fixed mindset—“we already know this” or “we can’t get it wrong”—kills momentum. Uplift is as much about unlearning as it is about learning.
5. The often-ignored engine room: shared services
Success: Functions like HR, IT, Finance, and Marketing are engaged from the start—not just as support teams, but as key players in experience delivery.
Barrier: Time and again, great design work gets stifled because shared services were left out of discovery, or brought in too late to align with user needs. Investing in the design capability of these teams is one of the smartest (and most challenging) moves an organisation can make.
In Summary Capability uplift is not just about tools or training. It’s about creating the conditions for new ways of working to emerge, embed, and evolve. When those conditions are in place, the shift is visible: teams collaborate better, make faster decisions, and stay closer to the people they serve.
When they’re not? Uplift becomes a moment in time—not a movement for change.
The good news? We know what works. Get in touch to see a real shift in ways of working.
