What each table sees

Rendered from the app's own data — what the phones serve, not a transcription that can drift from it. One card per table, each carrying its own QR (/tables/N), in the order a table meets it.

Every figure has to earn its place: if no option ranks differently because of it, it is noise — slide 5's own test, turned on ourselves.

Read step Every table · before it sees its own row
From Presence to Performance · Part Two

One regional headquarters. Five floors, and a lease break on one of them in nine months. Ten tables are settling different parts of the same decision.

Is presence creating value, or only compliance?

What we already know

What we already know

  • 42% of desks in use on an average day, from badge and sensor data
  • 2 of 5 days carry the peak. Tuesday and Wednesday full, Friday near empty
  • 2.4x cost per occupied seat against cost per desk, from the opex ledger
  • 9 months until the lease break on the largest site
  • 3 sites where turnover sits above the company average

Every figure comes from a system the team already owns.

Your problem

Shown per lane — see cards below.

The form Ten tables · one card each · slide 6
1

Space

Table 1
Scan · Table 1 · Space pairs with Table 6

Desks run 42% on an average day and 81% on the peak day. The lease break is in nine months and notice is six, so the decision is settled inside three.

Table 1 · Space
Step 1 of 2 · both rounds shown below

Floor 4 represents a strong opportunity for reactive intervention, with leadership advised to evaluate three options: retain and optimise, sub-lease surplus space, or exit the lease. With all the information given, arrange the intervention types in order of preference and explain why.

Your data

Your data

  • 5 floors Regional HQ, about 4,200 sqm per floor, 1,850 desks in total
  • 42% / 81% Desk use on an average day and on the busiest day
  • 2.4x Cost per occupied seat against cost per desk
  • 9 months To the lease break in May 2027. Notice is six, so the decision is settled inside three
  • Floor 4 Desking only, 370 desks, 38% at peak — the lowest use of any floor

Work within

  • Six months notice is required to hand back a floor

How to answer. Think from real-estate savings, growth, and better use or return-to-office.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

1 Put these in order, best first

Tap your first choice, then your second.

A Exit the lease on Floor 4 and optimise
B Sublet Floor 4
C Retain and optimise

2 Why your top choice beats your second, as a business case

In your own words…
0 of 3 ranked
The floor to release is level 4. The teams on it have to move within six months.

What do the teams sitting on it gain in return for moving?

Your data

Your data

  • 5 floors Regional HQ, about 4,200 sqm per floor, 1,850 desks in total
  • 42% / 81% Desk use on an average day and on the busiest day
  • 2.4x Cost per occupied seat against cost per desk
  • 9 months To the lease break in May 2027. Notice is six, so the decision is settled inside three
  • Floor 4 Desking only, 370 desks, 38% at peak — the lowest use of any floor

Work within

  • Six months notice is required to hand back a floor

How to answer. Think from real-estate savings, growth, and better use or return-to-office.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

3 Put these in order, best first

Tap your first choice, then your second.

A Guarantee the team a neighbourhood of its own
B Better rooms and quiet space per person
C Proximity to amenities
D Greater visibility from densification

4 The one gain your teams would believe, in a single sentence

In your own words…
0 of 4 ranked
What the data shows Floor 4 is desking only — 370 desks, 38% at peak, the lowest use in the building. The break is on it.
Challenge Notice takes six months of the nine. The decision is this quarter, not next.
1

Space

Table 6
Scan · Table 6 · Space pairs with Table 1

Desks run 42% on an average day and 81% on the peak day. The lease break is in nine months and notice is six, so the decision is settled inside three.

Table 6 · Space
Step 1 of 2 · both rounds shown below

Floor 4 represents a strong opportunity for reactive intervention, with leadership advised to evaluate three options: retain and optimise, sub-lease surplus space, or exit the lease. With all the information given, arrange the intervention types in order of preference and explain why.

Your data

Your data

  • 5 floors Regional HQ, about 4,200 sqm per floor, 1,850 desks in total
  • 42% / 81% Desk use on an average day and on the busiest day
  • 2.4x Cost per occupied seat against cost per desk
  • 9 months To the lease break in May 2027. Notice is six, so the decision is settled inside three
  • Floor 4 Desking only, 370 desks, 38% at peak — the lowest use of any floor

Work within

  • Six months notice is required to hand back a floor

How to answer. Think from real-estate savings, growth, and better use or return-to-office.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

1 Put these in order, best first

Tap your first choice, then your second.

A Exit the lease on Floor 4 and optimise
B Sublet Floor 4
C Retain and optimise

2 Why your top choice beats your second, as a business case

In your own words…
0 of 3 ranked
The floor to release is level 4. The teams on it have to move within six months.

What do the teams sitting on it gain in return for moving?

Your data

Your data

  • 5 floors Regional HQ, about 4,200 sqm per floor, 1,850 desks in total
  • 42% / 81% Desk use on an average day and on the busiest day
  • 2.4x Cost per occupied seat against cost per desk
  • 9 months To the lease break in May 2027. Notice is six, so the decision is settled inside three
  • Floor 4 Desking only, 370 desks, 38% at peak — the lowest use of any floor

Work within

  • Six months notice is required to hand back a floor

How to answer. Think from real-estate savings, growth, and better use or return-to-office.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

3 Put these in order, best first

Tap your first choice, then your second.

A Guarantee the team a neighbourhood of its own
B Better rooms and quiet space per person
C Proximity to amenities
D Greater visibility from densification

4 The one gain your teams would believe, in a single sentence

In your own words…
0 of 4 ranked
What the data shows Floor 4 is desking only — 370 desks, 38% at peak, the lowest use in the building. The break is on it.
Challenge Notice takes six months of the nine. The decision is this quarter, not next.
2

Demand

Table 2
Scan · Table 2 · Demand pairs with Table 7

Tuesday and Wednesday are nearly full, Friday is almost empty. Small rooms are unavailable most of the time. No new capital available.

Table 2 · Demand
Step 1 of 2 · both rounds shown below

Two days run 78% and 81% while Friday sits at 19%, and small rooms are refused a third of the time. What do we change so the week fits the building we already have?

Your data

Your data

  • 47 / 78 / 81 / 55 / 19 Desk use, Monday through Friday, as a percentage
  • 34% Of the time, two to four person rooms of choice are unavailable
  • 38% Use rate of the fourteen large rooms of eight seats or more
  • 26% Of desk bookings end as no-shows

Work within

  • No new capital this year
  • Team anchor days are set locally, not centrally

How to answer. Change which days people come in, or what they find — and say what it does to Wednesday.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

1 Put these in order, best first

Tap your first choice, then your second.

A Spread the peak across the week
B Convert large rooms into small ones
C Tighten booking and no-show rules
D Add bookable collaboration spaces

2 One change to the week, or to the space, in a single sentence

In your own words…
0 of 4 ranked
Your first change is agreed, but Friday has not moved and there is still no new capital.

If that change does not lift Friday, what is the second thing you would try?

Your data

Your data

  • 47 / 78 / 81 / 55 / 19 Desk use, Monday through Friday, as a percentage
  • 34% Of the time, two to four person rooms of choice are unavailable
  • 38% Use rate of the fourteen large rooms of eight seats or more
  • 26% Of desk bookings end as no-shows

Work within

  • No new capital this year
  • Team anchor days are set locally, not centrally

How to answer. Change which days people come in, or what they find — and say what it does to Wednesday.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

3 Put these in order, best first

Tap your first choice, then your second.

A Set anchor days by team, not across the company
B Move reviews and deadlines off Tuesday
C Open Friday to clients, partners and training
D Close a wing on Friday and bank the saving

4 Your fallback move, and the signal that tells you to reach for it

In your own words…
0 of 4 ranked
What the data shows Desk use runs 47, 78, 81, 55 and 19% Monday to Friday. Rooms for two to four people are refused a third of the time.
Challenge 26% of desk bookings end as no-shows. The peak you re-timed may be the booked one, not the real one.
2

Demand

Table 7
Scan · Table 7 · Demand pairs with Table 2

Tuesday and Wednesday are nearly full, Friday is almost empty. Small rooms are unavailable most of the time. No new capital available.

Table 7 · Demand
Step 1 of 2 · both rounds shown below

Two days run 78% and 81% while Friday sits at 19%, and small rooms are refused a third of the time. What do we change so the week fits the building we already have?

Your data

Your data

  • 47 / 78 / 81 / 55 / 19 Desk use, Monday through Friday, as a percentage
  • 34% Of the time, two to four person rooms of choice are unavailable
  • 38% Use rate of the fourteen large rooms of eight seats or more
  • 26% Of desk bookings end as no-shows

Work within

  • No new capital this year
  • Team anchor days are set locally, not centrally

How to answer. Change which days people come in, or what they find — and say what it does to Wednesday.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

1 Put these in order, best first

Tap your first choice, then your second.

A Spread the peak across the week
B Convert large rooms into small ones
C Tighten booking and no-show rules
D Add bookable collaboration spaces

2 One change to the week, or to the space, in a single sentence

In your own words…
0 of 4 ranked
Your first change is agreed, but Friday has not moved and there is still no new capital.

If that change does not lift Friday, what is the second thing you would try?

Your data

Your data

  • 47 / 78 / 81 / 55 / 19 Desk use, Monday through Friday, as a percentage
  • 34% Of the time, two to four person rooms of choice are unavailable
  • 38% Use rate of the fourteen large rooms of eight seats or more
  • 26% Of desk bookings end as no-shows

Work within

  • No new capital this year
  • Team anchor days are set locally, not centrally

How to answer. Change which days people come in, or what they find — and say what it does to Wednesday.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

3 Put these in order, best first

Tap your first choice, then your second.

A Set anchor days by team, not across the company
B Move reviews and deadlines off Tuesday
C Open Friday to clients, partners and training
D Close a wing on Friday and bank the saving

4 Your fallback move, and the signal that tells you to reach for it

In your own words…
0 of 4 ranked
What the data shows Desk use runs 47, 78, 81, 55 and 19% Monday to Friday. Rooms for two to four people are refused a third of the time.
Challenge 26% of desk bookings end as no-shows. The peak you re-timed may be the booked one, not the real one.
3

Experience

Table 3
Scan · Table 3 · Experience pairs with Table 8

High noise levels were identified as a problem in the survey, and call privacy drives most escalation tickets. The floor stays occupied.

Table 3 · Experience
Step 1 of 2 · both rounds shown below

Noise and call privacy top the complaints on a floor we cannot decant. What do we fix first?

Your data

Your data

  • 1,400 Employees responded to the workplace survey
  • Noise The lowest scoring item in the survey, well below the next item
  • 1,180 Of 3,900 helpdesk tickets relate to call privacy
  • 6 per floor Enclosed focus rooms, against 370 desks per floor
  • 62% Of meetings on the floor have at least one remote participant

Work within

  • The floor stays in use throughout; no full decant
  • Changes must be reversible before the lease event
  • Furniture spend only, no base build works

How to answer. Count who each complaint touches, then check what furniture money can build while the floor stays in use.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

1 Put these in order, best first

Tap your first choice, then your second.

A Acoustic treatment on the open floor
B Add phone booths and small meeting rooms
C Agreement about noise etiquette
D Establish quiet zones

2 The fix you would do first, and the group it helps most

In your own words…
0 of 4 ranked
Your first fix is funded, but it does not reach everyone on the floor.

Which group should you help first?

Your data

Your data

  • 1,400 Employees responded to the workplace survey
  • Noise The lowest scoring item in the survey, well below the next item
  • 1,180 Of 3,900 helpdesk tickets relate to call privacy
  • 6 per floor Enclosed focus rooms, against 370 desks per floor
  • 62% Of meetings on the floor have at least one remote participant

Work within

  • The floor stays in use throughout; no full decant
  • Changes must be reversible before the lease event
  • Furniture spend only, no base build works

How to answer. Count who each complaint touches, then check what furniture money can build while the floor stays in use.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

3 Put these in order, helped first

Tap your first choice, then your second.

A Heavy call users still on the open floor
B R&D engineers who need large rooms
C New joiners with no settled place to sit
D Visitors and colleagues joining remotely

4 The group left behind, and the next thing they get

In your own words…
0 of 4 ranked
What the data shows 1,180 of 3,900 helpdesk tickets are about call privacy, against six enclosed rooms per floor of 370 desks.
Challenge Furniture spend only, no base build. Eighteen enclosed rooms have to survive that constraint.
3

Experience

Table 8
Scan · Table 8 · Experience pairs with Table 3

High noise levels were identified as a problem in the survey, and call privacy drives most escalation tickets. The floor stays occupied.

Table 8 · Experience
Step 1 of 2 · both rounds shown below

Noise and call privacy top the complaints on a floor we cannot decant. What do we fix first?

Your data

Your data

  • 1,400 Employees responded to the workplace survey
  • Noise The lowest scoring item in the survey, well below the next item
  • 1,180 Of 3,900 helpdesk tickets relate to call privacy
  • 6 per floor Enclosed focus rooms, against 370 desks per floor
  • 62% Of meetings on the floor have at least one remote participant

Work within

  • The floor stays in use throughout; no full decant
  • Changes must be reversible before the lease event
  • Furniture spend only, no base build works

How to answer. Count who each complaint touches, then check what furniture money can build while the floor stays in use.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

1 Put these in order, best first

Tap your first choice, then your second.

A Acoustic treatment on the open floor
B Add phone booths and small meeting rooms
C Agreement about noise etiquette
D Establish quiet zones

2 The fix you would do first, and the group it helps most

In your own words…
0 of 4 ranked
Your first fix is funded, but it does not reach everyone on the floor.

Which group should you help first?

Your data

Your data

  • 1,400 Employees responded to the workplace survey
  • Noise The lowest scoring item in the survey, well below the next item
  • 1,180 Of 3,900 helpdesk tickets relate to call privacy
  • 6 per floor Enclosed focus rooms, against 370 desks per floor
  • 62% Of meetings on the floor have at least one remote participant

Work within

  • The floor stays in use throughout; no full decant
  • Changes must be reversible before the lease event
  • Furniture spend only, no base build works

How to answer. Count who each complaint touches, then check what furniture money can build while the floor stays in use.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

3 Put these in order, helped first

Tap your first choice, then your second.

A Heavy call users still on the open floor
B R&D engineers who need large rooms
C New joiners with no settled place to sit
D Visitors and colleagues joining remotely

4 The group left behind, and the next thing they get

In your own words…
0 of 4 ranked
What the data shows 1,180 of 3,900 helpdesk tickets are about call privacy, against six enclosed rooms per floor of 370 desks.
Challenge Furniture spend only, no base build. Eighteen enclosed rooms have to survive that constraint.
4

Investment

Table 4
Scan · Table 4 · Investment pairs with Table 9

Cost per square metre flat while occupancy rose 6%. The board wants a recommendation next quarter.

Table 4 · Investment
Step 1 of 2 · both rounds shown below

Cost per square metre held flat while occupancy rose six points. How do we write that as a case?

Your data

Your data

  • Flat Operating cost per square metre across the last three years
  • +6 points Occupancy over the same period
  • 2.4x Cost per occupied seat against cost per desk
  • 2 sites Still hold funded fit-out in the capital plan
  • 5.5 years Remaining on the lease at the regional HQ

Work within

  • The case must show payback inside the remaining lease term
  • No incremental capital request this year
  • Finance will test every number against the ledger

How to answer. Use only figures already in the ledger, and check the payback lands inside the remaining lease.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

1 Put these in order, best first

Tap your first choice, then your second.

A Occupancy cost avoided
B Value created with the business
C Talent and delivery risk priced
D Asset life and carbon performance

2 What it saves, what it gains, and what it puts at risk

In your own words…
0 of 4 ranked
The case is written and the numbers are on the page. Finance reviews it before the board does.

Which single number will finance challenge first, and how would you defend it?

Your data

Your data

  • Flat Operating cost per square metre across the last three years
  • +6 points Occupancy over the same period
  • 2.4x Cost per occupied seat against cost per desk
  • 2 sites Still hold funded fit-out in the capital plan
  • 5.5 years Remaining on the lease at the regional HQ

Work within

  • The case must show payback inside the remaining lease term
  • No incremental capital request this year
  • Finance will test every number against the ledger

How to answer. Use only figures already in the ledger, and check the payback lands inside the remaining lease.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

3 Put these in order, most likely first

Tap your first choice, then your second.

A The payback period you have assumed
B The occupancy cost you claim to avoid
C The productivity gain attributed to the move
D The carbon value payback period

4 The number under attack, and the defence you would give it

In your own words…
0 of 4 ranked
What the data shows Opex per square metre flat over three years while occupancy rose six points. Two sites still hold funded fit-out.
Challenge Opex per sqm is flat. The saving is a floor handed back, not efficiency — and finance will test that against the ledger.
4

Investment

Table 9
Scan · Table 9 · Investment pairs with Table 4

Cost per square metre flat while occupancy rose 6%. The board wants a recommendation next quarter.

Table 9 · Investment
Step 1 of 2 · both rounds shown below

Cost per square metre held flat while occupancy rose six points. How do we write that as a case?

Your data

Your data

  • Flat Operating cost per square metre across the last three years
  • +6 points Occupancy over the same period
  • 2.4x Cost per occupied seat against cost per desk
  • 2 sites Still hold funded fit-out in the capital plan
  • 5.5 years Remaining on the lease at the regional HQ

Work within

  • The case must show payback inside the remaining lease term
  • No incremental capital request this year
  • Finance will test every number against the ledger

How to answer. Use only figures already in the ledger, and check the payback lands inside the remaining lease.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

1 Put these in order, best first

Tap your first choice, then your second.

A Occupancy cost avoided
B Value created with the business
C Talent and delivery risk priced
D Asset life and carbon performance

2 What it saves, what it gains, and what it puts at risk

In your own words…
0 of 4 ranked
The case is written and the numbers are on the page. Finance reviews it before the board does.

Which single number will finance challenge first, and how would you defend it?

Your data

Your data

  • Flat Operating cost per square metre across the last three years
  • +6 points Occupancy over the same period
  • 2.4x Cost per occupied seat against cost per desk
  • 2 sites Still hold funded fit-out in the capital plan
  • 5.5 years Remaining on the lease at the regional HQ

Work within

  • The case must show payback inside the remaining lease term
  • No incremental capital request this year
  • Finance will test every number against the ledger

How to answer. Use only figures already in the ledger, and check the payback lands inside the remaining lease.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

3 Put these in order, most likely first

Tap your first choice, then your second.

A The payback period you have assumed
B The occupancy cost you claim to avoid
C The productivity gain attributed to the move
D The carbon value payback period

4 The number under attack, and the defence you would give it

In your own words…
0 of 4 ranked
What the data shows Opex per square metre flat over three years while occupancy rose six points. Two sites still hold funded fit-out.
Challenge Opex per sqm is flat. The saving is a floor handed back, not efficiency — and finance will test that against the ledger.
5

Evidence

Table 5
Scan · Table 5 · Evidence pairs with Table 10

Attendance is the only thing reported. Badge data covers 80% of sites, sensors 35%.

Table 5 · Evidence
Step 1 of 2 · both rounds shown below

We report attendance and nothing else. Which single measure would we add first, using only the systems we already own?

Your data

Your data

  • Monthly Attendance is the only workplace measure reported today
  • 80% / 35% Site coverage from badge data and from sensors
  • Quarterly Turnover by site, from people reporting
  • Annual Lease and operating cost, from the finance ledger
  • No link The three systems share no common site identifier

Work within

  • New measures must run on systems already owned
  • No new tooling spend
  • Anything reported must survive review by finance and people teams

How to answer. If the measure changes no decision it is the wrong measure — so name the decision, then the system it comes from.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

1 Put these in order, best first

Tap your first choice, then your second.

A Cost per occupied seat
B Peak against average utilisation
C Measuring increased productivity
D Turnover and time to fill

2 The measure you would add first, and the two you would cross-check it against

In your own words…
0 of 4 ranked
The new measure is agreed and appears in the board report from next quarter.

Once that measure is reported, which decision should it change in the first year?

Your data

Your data

  • Monthly Attendance is the only workplace measure reported today
  • 80% / 35% Site coverage from badge data and from sensors
  • Quarterly Turnover by site, from people reporting
  • Annual Lease and operating cost, from the finance ledger
  • No link The three systems share no common site identifier

Work within

  • New measures must run on systems already owned
  • No new tooling spend
  • Anything reported must survive review by finance and people teams

How to answer. If the measure changes no decision it is the wrong measure — so name the decision, then the system it comes from.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

3 Put these in order, changed first

Tap your first choice, then your second.

A Where we renew and where we exit
B How many rooms we build, and of what size
C Which teams are given anchor days
D The business's key driver for the next fit-out

4 The decision that measure should change within twelve months

In your own words…
0 of 4 ranked
What the data shows Turnover comes quarterly from people reporting, cost annually from the ledger, and the three systems share no site identifier.
Challenge Badge covers 80% of sites, sensors 35%, and the three systems share no common site identifier.
5

Evidence

Table 10
Scan · Table 10 · Evidence pairs with Table 5

Attendance is the only thing reported. Badge data covers 80% of sites, sensors 35%.

Table 10 · Evidence
Step 1 of 2 · both rounds shown below

We report attendance and nothing else. Which single measure would we add first, using only the systems we already own?

Your data

Your data

  • Monthly Attendance is the only workplace measure reported today
  • 80% / 35% Site coverage from badge data and from sensors
  • Quarterly Turnover by site, from people reporting
  • Annual Lease and operating cost, from the finance ledger
  • No link The three systems share no common site identifier

Work within

  • New measures must run on systems already owned
  • No new tooling spend
  • Anything reported must survive review by finance and people teams

How to answer. If the measure changes no decision it is the wrong measure — so name the decision, then the system it comes from.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

1 Put these in order, best first

Tap your first choice, then your second.

A Cost per occupied seat
B Peak against average utilisation
C Measuring increased productivity
D Turnover and time to fill

2 The measure you would add first, and the two you would cross-check it against

In your own words…
0 of 4 ranked
The new measure is agreed and appears in the board report from next quarter.

Once that measure is reported, which decision should it change in the first year?

Your data

Your data

  • Monthly Attendance is the only workplace measure reported today
  • 80% / 35% Site coverage from badge data and from sensors
  • Quarterly Turnover by site, from people reporting
  • Annual Lease and operating cost, from the finance ledger
  • No link The three systems share no common site identifier

Work within

  • New measures must run on systems already owned
  • No new tooling spend
  • Anything reported must survive review by finance and people teams

How to answer. If the measure changes no decision it is the wrong measure — so name the decision, then the system it comes from.

At every table. One person keeps time, one writes the card. Rank every option, then be ready to say why your first choice beats your second. You are settling the first move, not solving the case.

3 Put these in order, changed first

Tap your first choice, then your second.

A Where we renew and where we exit
B How many rooms we build, and of what size
C Which teams are given anchor days
D The business's key driver for the next fit-out

4 The decision that measure should change within twelve months

In your own words…
0 of 4 ranked
What the data shows Turnover comes quarterly from people reporting, cost annually from the ledger, and the three systems share no site identifier.
Challenge Badge covers 80% of sites, sensors 35%, and the three systems share no common site identifier.

How to run it, and what the room never sees

Two questions, one trip. The table ranks its lane's options, writes one sentence, then answers the follow-on the deck puts on slide 7 — a conditional: its first move is taken, and something it did not settle is still open. Both rankings and both sentences go in one submission, and then it watches the screen. There is no second visit to come back for; the deck runs slide 7 as one, and this does not. If a phone is lost or locked, the server knows how far that table got: typing the number again lands it back on the form, and nothing already answered has to be re-entered. /tables is the same path for the operator, and shows which tables are still missing.

Nobody is ever asked which lane they are. The table types its number and the server names the lane. There is no chair, no assigned lens and no shared question across the ten — the lanes ask five different things in five different answer spaces, so nothing the room produces compares across all ten except where each pairing put its own options. That is the order beat's count, and it is the only cross-lane reading in game 1.

What was cut, so it does not come back. A 50-word brief above each question restating the figures printed below it; a deliverable line restating the two field prompts; a fifth figure per lane that no option turned on; an authored pool of arguments to tick. The deck replaces the last of those with "be ready to say why your first beats your second", which is spoken at the table and not captured — and an ordering of four carries more than a count of ticked arguments ever did.