The threads of Think Garden began entwining over a decade ago, when founder Patrick Hollingworth left the international consultancy he’d worked with for 10 years and ventured out on his own. Seeing an opportunity to tackle the incumbent management consultants who excelled in the corporate space at good and best practice—but regularly failed to successfully deliver emergent practice in complex landscapes—Patrick combined his past consulting experience with his academic background in the natural and social sciences—particularly geography and cultural anthropology—and a lifetime of mountaineering around the globe to understand why so many organisations struggle with complexity and the uncertainty it brings.
Flying under the radar for an extended period of time—his trojan horse was the guise of conference speaker and leadership author—Patrick was given access to and insight into the senior leadership teams and strategies of major international organisations across five continents in the retail, financial, resources, aeronautical, automotive and infrastructure sectors. This insight revealed the blindspot that many organisations were ignoring: that increased connectivity was fundamentally changing the business landscape and—despite all the hype and talk about new ways of working—senior leadership teams and their strategies were situationally unaware and ontologically bereft of these changed landscapes.
With his deep understanding of ecosystems, evolutionary processes, topographical landscapes, climatic patterns, and social systems and culture, combined with his beliefs around dynamics and relationships begetting things—and not the other way round—Patrick continued reconfiguring his business to leverage the opportunities that were rapidly presenting. Suffering from the inertia of their past success, the premium management consultancies and second-tier organisational development players fail to understand the notion that ‘connection changes the nature of things’, and that commensurate with this is the emergence of an entirely new ontology: that of complexity, networks and evolutionary dynamics.
And so from these origins our new identity began to emerge—slowly.
We knew what we weren’t going to be—that was the easy part—but what were we going to be? Of course, this was the wrong question—we’d fallen prey to the allure of the idealised future-state—the very thing we counsel our clients to avoid!
So we then asked ourselves these four questions:
These questions were much easier to answer.
After all, we work with dynamics and configurations, not things. And so we started—and we continue to this day—visualising and mapping these dynamics, using the tools we use with our clients. What we saw was not one dynamic, but—and this is of probably no surprise to you—many dynamics, deeply interwoven and enmeshed, all connecting to and influencing each other, and ultimately unfolding across lots of different spatial and temporal scales.
As we sifted through these dynamics, a number of patterns started to emerge: patterns which showed us at which spatial and temporal scales we could best exert ourselves to achieve maximum agency—after all, maximum agency is what we are about. Sifting through dynamics, emerging patterns, and spatial and temporal scales? That’s why we describe ourselves as “not your traditional consulting agency”.
This is our Think Garden origin story.