Every expedition follows the same route. Only the length varies.
Setting goals, boarding, building, stopovers for inspiration and feedback, the final pitch. What varies is how long that route is, from a twelve-hour introduction to a seventy-two-hour international build expedition.
Setting goals and choosing the format
We sit down together as an organisation. What goals do we want to achieve with the trip? Who’s coming along? Which stops will we make? Which milestones do we want to reach during the trip, and when? Who’s involved? What does the end of the trip look like? Together we put together the roadbook for the journey.
Board & pitch
The doors close and nobody knows yet exactly who will be working with whom. Two minutes per person, no slides, no preparation: just say who you are, what you’re good at and which problem you want to tackle. By the time you turn onto the motorway, the teams have already formed, based on chemistry, passion and expertise rather than the org chart.
Build against the clock
Tables become desks, windows become whiteboards full of post-its, and everyone works to the same rhythm: research, build, test, refine, start again. There’s no office to flee back to. Only the next stop, and the question of what you’ll show there.
Stopover: inspiration
The bus pulls up in front of a building. You quickly google the name of the company you’ve stopped at. The managing director is waiting to give you a tour of the company. You see different working methods, you hear about other materials or choices that have been made. Slowly you start getting new ideas that could make your solution even better. Back on the bus, you turn the idea upside down again. A new angle and a new approach.
Stopover: knowledge & pitch
Outside, a room full of peers is waiting who have never heard the idea. This is the first real test: does the story work outside the bus too? The feedback that comes in here often changes more in a few hours than a whole day of brainstorming at the office would have.
Final pitch & jury
This is the moment everything was working towards. The team stands before a jury from its own organisation, sometimes joined by clients or investors, and gets exactly one chance to show what emerged along the way. There can only be one winner. But everyone standing here has already been changed by the journey to get here.
Not every organisation has the same question, and not every journey needs to last seventy-two hours.
Exploration expedition
Introduce people to the chain they’re part of, or to chains that can inspire them. Give them a day that sticks, but also an assignment for an exploration or a first step towards a solution.
Build expedition
Build something in seventy-two hours that is still there after the trip. An (inter)national route, stopovers at inspiring locations or chain partners, and a team that knows what it can achieve.
Custom variant
Then we build a route together that fits your goal: shorter or longer, closer to home or across the border, focused on knowledge, on building, or on both.
| VARIANT | DURATION | GOAL | WHAT SCALES |
|---|---|---|---|
| Exploration expedition | ±12 hours | Gaining knowledge, visiting chain partners | Less build time, more visits and knowledge sessions, lighter facilitation |
| Build expedition | 72 hours | Building a new product, service or startup, possibly international, for a “jury” | Full facilitation, multiple stopovers and pitches, final jury |
| Custom variant | Custom | A combination of knowledge and building | Route, stops, jury and deliverables decided together |