Forge
People become what their
environment repeatedly asks of them.
environment repeatedly asks of them.
Why organisations come to Forge
They don't always know which organisational and governance conditions are producing it.
When the same problems keep returning, the issue may not be the people or the process. It may be the organisational conditions producing the outcome.
Forge works with leaders responsible for organisations, programmes and significant change — when recurring problems suggest something deeper is at play.
Each situation starts differently. What follows is shaped by what we learn. See How We Work →
It's a simple idea. Few organisations begin there.
What's happening is rarely settled by the first account of it.
Working with organisations across New Zealand, including Auckland, Wellington, Christchurch and Dunedin, Forge helps leaders understand and design the organisational conditions that shape behaviour, culture and performance.
Forge helps organisations understand and shape the conditions that influence behaviour, decisions and performance — so better outcomes can become more consistent, repeatable and less dependent on individuals.
Every organisation already has an environment. The question is whether it's producing the future you intend.Read the Philosophy →
Environments shape repeated behaviours. Repeated behaviours become culture. Culture determines performance.
This is how environment, behaviour, culture and performance relate to one another.
Explore the Model →The Philosophy is the first volume in Forge Publications. It establishes the thinking that underpins the Model, the Method, and every engagement that follows.
Read the Philosophy →Followed by The Model and The Method. Or browse all Publications →
Forge began with a simple observation.
People became what their environments repeatedly asked of them.
That observation became a question: were the environments different, or were the underlying principles the same?
Read the Philosophy →Simon's postgraduate research at the University of Auckland examined governance and decision-making across New Zealand's transport, water and energy sectors. The research identified recurring organisational conditions that influence delivery confidence, assurance and operational readiness across complex environments — suggesting that while organisations differ, the principles shaping their environments may not.
“ At some point, noticing the pattern wasn't enough. I wanted to understand whether it was possible to create those conditions deliberately. — Simon Bowen
If that's where you find yourself, we'd welcome a conversation.
Start the conversation →