Case Studies
Case study — Regional development project (private sector)
Challenge: Community concern about employment, environment and Indigenous consultation.
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Approach: Stakeholder mapping, targeted research, co‑designed engagement and regional partnership planning.
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Outcome: Improved trust, genuine First Nations partnerships, streamlined approvals and measurable local employment outcomes.
Case study — ASX‑listed operations governance review
Challenge: Board required clarity on governance and stakeholder risk for regional expansion.
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Approach: Board review, governance redesign, workshops and stakeholder briefing templates.
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Outcome: Stronger oversight, better risk reporting and an adopted stakeholder playbook.
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Case Study: Strategic Engagement for Regional Development
The Challenge
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A private sector organisation planning a major regional development faced complex stakeholder dynamics. Local government was supportive but required clear community benefit demonstration. Community groups expressed environmental concerns. First Nations stakeholders required genuine consultation beyond regulatory compliance. The organisation needed stakeholder strategy that built authentic partnership while maintaining project timeline and financial viability.​
Our Approach
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We conducted comprehensive stakeholder mapping identifying thirty-seven key stakeholder groups and their concerns. We facilitated direct stakeholder engagement including community forums and targeted interviews revealing that genuine concerns centered on employment opportunity, environmental management, and First Nations partnership—concerns legitimate and addressable through thoughtful project design. We supported the project team in designing an engagement strategy that sequenced communication, identified optimal engagement forums for different stakeholder groups, and coordinated across organisational functions. We facilitated ongoing engagement through implementation.
The Outcome
The organisation successfully built stakeholder alignment supporting project implementation. Community support strengthened rather than eroded as project progressed. Employment opportunity exceeded initial community expectations. First Nations partnerships became genuine collaboration and economic activation rather than compliance box-ticking. Environmental management exceeded regulatory requirements, positioning the organisation as responsible operator. The stakeholder strategy that initially seemed like project delay actually accelerated implementation through building authentic support.
