Phuel×Fujitsu
03 — The Conference

Content options. Curated for Fujitsu.

An indicative content set for the Leadership Conference. We'll sequence these pieces with you in design — building the day to land the "Go for the Gap" message.

Engage and launch with a behavioural simulation

Three to choose from. Each sets the tone differently.

A simulation in the opening session puts skin in the game from the first moment — establishing that this conference is about doing, not listening.

Redline Racing — Phuel behavioural simulation

Simulation A · 3 hours

Redline Racing

Accelerate the flow of communication.

Participants become global race teams competing in a high-speed European road challenge — quick thinking and agility required. Each team navigates risky routes and makes fast decisions, but the final race outcome is determined by group consensus. Through shifting conditions and team dynamics, participants learn how to stay adaptable and drive success in uncertain environments.

Key outcomes

  • Develop a winning mindset and clear goals — "Playing to Win"
  • Influence others to align with your vision
  • Collaborate across teams to achieve shared success
  • Capitalise on the experience of those who have succeeded before — "Learn from the Best"
  • Efficiently course-correct in the face of shifting conditions
Promises, Promises! — Phuel behavioural simulation

Simulation B · 3.5 hours

Promises, Promises!

Unified culture, a team of teams.

As newly elected politicians representing one of 10 countries, participants must fulfil the commitments they made during their election campaign. Working with the obstacles that can often exist with interdependent teams, participants realise the huge benefits that interdepartmental trust, common vision, effective teamwork and communication bring to a "team of teams".

Key outcomes

  • Build a "team of teams"
  • Employ a "we" versus "me" focus
  • Deliver exceptional service externally through effective communication internally
  • Foster a trusting environment by understanding the needs of others
Windjammer — Phuel behavioural simulation

Simulation C · 3 hours

Windjammer™

Customers, business, people — juggled.

The ability to capitalise on all opportunities, not just those that are readily accessible, is what truly sets world-class companies apart. Every business must juggle the impact of market conditions and resource management while working to maximum profit. Windjammer™ lets you experience how to juggle it all successfully as a team to increase both profit and efficiency, no matter which way the wind is blowing.

Key outcomes

  • Understand the full opportunity set for growth
  • Discover how extending planning horizons maximises opportunity
  • Work and connect to other teams for best possible results
One Fujitsu — Unified Culture — Ikigai

The day's anchor: three connected sessions.

From high-performance reflection, to personal Ikigai, to a growth-mindset shift — three sessions that land the "Go for the Gap" message.

High-Performing Teams: Go for the Gap

Understanding strategy and priorities is the easy part — the real challenge is execution. We prompt participants to reflect on what makes high-performing teams successful and explore why the best teams focus on continuous improvement even at their peak. The focus: change your game while you are on top. Based on what they understand of the Marketing Plan, if they were to "go for the gap" in 2026 — what are the opportunities?

Key outcomes

  • Define attributes of high-performing teams
  • Think high performance through the lens of optimisation — not "broken"
  • Unpack high-performance opportunities
  • What's holding us back? The one thing they have full control over is themselves — focus on what's in their control

Ikigai — what drives me

A reflective session that helps individuals uncover their core values and what truly drives them at work. Trust is built on deepening connection — through this facilitated activity, participants identify what matters most, share insights with peers, and explore how these motivators influence their fulfilment, behaviours and team dynamics.

Key outcomes

  • Clarify their personal drivers and what gives their work meaning
  • Spark and strengthen team connection through shared values and open dialogue
  • Increase awareness of how to align personal and organisational values for greater impact

Building Belief

We explore how our beliefs about intelligence, talent and potential shape our behaviour and success — and how leaders can build a deeper sense of belief in themselves and in their teams. Participants learn to recognise fixed mindset patterns and shift toward a growth mindset, unlocking agility, adaptability and continuous development. Through practical tools and reflection, they build the confidence to embrace challenges, persist through setbacks, and create the conditions for their teams to believe they can do the same.

Key outcomes

  • Define the difference between fixed and growth mindsets, and what belief means in a leadership context
  • What it would mean for you, your team and your customers to consistently lead with belief and a growth mindset
  • Practical ways to build belief in self — and in the teams you lead
  • Challenge fixed mindset patterns to unlock individual and team potential
Future Thinking — letting go of old labels

Three tracks. Choose the depth of AI you want.

Urgent Optimism

How do we prepare for a changing future? How can we look outward to find bold ideas and inspiration to reshape our world? By challenging assumptions, spotting signals of change and unlocking new possibilities. In this session, we explore the work of futurist Jane McGonigal and the concept of Urgent Optimism — developing mental habits to anticipate and adapt to unexpected futures.

Key outcomes

  • Understand what Urgent Optimism is and how to build it
  • Practise a repeatable method for thinking like a futurist
  • Learn to spot signals of change
  • Challenge assumptions — and have some fun

The Three Intelligences: HI + AI + EI

Organisations accelerating AI adoption are the ones whose leaders can bring all three intelligences to bear — Human, Artificial and Emotional. Adaptive leaders rely on all three simultaneously to drive performance.

Many organisations are rapidly introducing AI, emphasising and at times over-indexing on the new tools — causing fatigue, overwhelm and limiting adoption. The unlock is dialling up Emotional Intelligence: leading people through identity disruption, role redefinition, and the anxiety of working alongside technology that can outperform them in some tasks.

Key outcomes

  • Understand why AI transformation demands all three intelligences — not just the technology
  • Recognise where over-indexing on AI tools is creating fatigue and overwhelm in your teams
  • Dial up the EI behaviours that help people lead through change — empathy, clarity, courage, calm
  • Build the leader playbook for an AI-enabled team: what to delegate to AI, where humans matter most
  • Create the conditions for confident, sustainable AI adoption — not anxious, surface-level use

AI Hackathon

This hands-on hackathon helps teams redesign real workflows using AI. Participants work on a live business challenge and build a functional prototype using tools like ChatGPT or Copilot. The focus is practical application, rapid testing and creating solutions that improve speed, accuracy and decision-making. Teams deliver a working demo with clear business value.

Key outcomes

  • Identify a real workflow where AI can improve performance
  • Map current processes and uncover gaps or inefficiencies
  • Design and prototype an AI-powered solution
  • Test and refine a working tool
  • Assess feasibility, risks and business impact
  • Present a functional prototype with clear use case and value
Flow of Communication

The conversations that decide whether change sticks.

Experience Cube — model used in the Difficult Conversations session

Difficult Conversations

What makes conversations challenging? When the stakes and emotions are high. This can be challenging in a face-to-face environment, as well as when communicating virtually. This program explores how individuals can build their skill and confidence in effectively managing difficult, conflict-ridden situations — by having the right conversations in moments that matter.

Key outcomes

  • Understand what conversation tools to use in different situations
  • Build confidence to have a structured feedback conversation
  • Be ready to start those conversations immediately based on "ask not tell" behaviours
Skill / Will matrix — model used in the Leading Through Others session

Leading Through Others

We give leaders the tools, skills and confidence to lead through others — not by having all the answers, but by creating the space for the team to thrive. When leaders step back just enough, delegate with clarity and hold great conversations, the results speak for themselves.

Key outcomes

  • The right mindset for leadership — one that empowers rather than rescues
  • Practical tools for delegation — to build capability, not dependency
  • Clarity on communication — when to direct, when to coach, when to listen
  • Courage and structure for difficult conversations — so issues don't fester
Activation Guidebook — Courageous Conversations

Bring the learning to life.

It's easy to leave the Fujitsu Conference inspired, but it can be challenging to transform that inspiration into tangible outcomes. Many participants may struggle to apply their newfound insights in ways that create lasting impact for themselves, their teams and the wider Fujitsu community.

That's where our Courageous Conversations Activation Guides come in. Designed specifically for the Fujitsu Conference, this guide helps bridge the gap between theory and real-world application — enabling leaders to turn powerful insights into meaningful and lasting action.

The guide provides practical tools and frameworks tailored to the workshop, ensuring the momentum generated during the Conference continues to drive application long after the event concludes.

Phuel designs the Activation Guidebook for Fujitsu specifically for the workshop — provided as a digital copy for Fujitsu to print in house.

Example Phuel Activation Guidebook cover

What the Activation Guide does

  • Reinforces key concepts from the conference
  • Provides clear next steps for applying the learning
  • Helps individuals build daily habits around new skills
  • Extends the value of the conference over time
  • Encourages real behaviour change, not just good intentions
  • Supports individual growth with structured guidance
  • Strengthens team alignment through shared practices
  • Keeps momentum going after the conference ends
Putting it together
"We'll sequence these pieces with you in design — building the day to land the 'Go for the Gap' message, with the right balance of simulation, signature content and Future Thinking."

See our experience & next steps