A growth lab the sector could run.

Stage reached: A three-phase programme that ran through to impact coaching.

NDIS was coming. Providers were used to improving services. They were not used to building commercial growth models — or sitting with competitors to do it.

The situation

Aged care and disability providers in South Australia faced a commercial cliff, not a communications problem. Government needed a container that would catalyse the sector, not another report about the sector.

What we did

DSD SA held the lab. Providers co-chaired. Three phases: a Growth Imperative launch that made the economic case; a two-day intensive where competitors developed new models together; three months of Impact Coaching so chosen strategies had a path into the business.

What changed

Co-creation replaced parallel competition. Providers left with models they could run. Coaching after the lab was part of the design, not an afterthought.

The evidence and status

A three-phase growth lab that ran through to coaching. Commercial strategies at a sector transition. The kit — launch, lab, coaching — is the pattern.

The pattern

If a whole sector faces the same commercial cliff, twelve separate workshops will not help. Design one room competitors can enter, and coach what comes out of it.