No single point of view can capture a complex problem. EPIC gives you five.
A five-minute refresher before we meet on 4 July: the EPIC flow, the five lenses, and the five methods — in plain words. No jargon, no homework.
Four small nudges, each clearing one obstacle, so we arrive on the day ready to do, not just listen.
Real problems at work — falling engagement, a stalled change, a team that keeps firefighting — aren't puzzles with one neat answer. They're tangles of people, processes and pressures, all pulling on each other. Look through one lens and you'll fix a symptom while the cause carries on. EPIC's move is simple: look through five different lenses first, see what each one reveals, and only then decide where to act.
A loop you walk, not a checklist you tick. On the day, we go hands-on with the first two.
Look at the messy situation through the five lenses. Note what you notice (insights), then what worries you (issues). Resist jumping to fixes.
Sort the real drivers from the side-effects, score each lens, and choose the method that fits. Shape the plan.
Act — but stay light on your feet. The situation moves, so keep looking and keep adjusting as you go.
Did things improve across all five lenses? Reflect, learn, loop back. EPIC never really ends.
On 4 July we'll work hands-on through Explore and Produce on real cases — that's the heart of the session.
Each lens makes you notice something the others miss. Tap one to look through it — the simple questions are the ones we'll actually use in the room.
Once a lens shows you the trouble, there's a method built to act on it. You don't run all five — you start where it hurts most.
Redesign how work actually flows around the customer, and strip out the waste.
Map the feedback loops and delays to find the one leverage point that shifts the whole.
Diagnose whether the organisation can adapt and balance control with local autonomy.
Surface the different worldviews and build enough shared understanding to move forward together.
Ask whose interests are served, who's excluded, and where the boundary has been drawn.
A 2-minute nudge for 1 July. The first move inside a lens is to separate two things we usually blur together.
What you simply notice through the lens — a neutral observation, no judgement yet.
The concern that observation raises — why it might matter for the system.
Gather insights first, in plain language. Only then turn each into an issue. Jumping straight to issues is how we miss things.
Insight: two teams use different onboarding checklists.
Issue: new hires get an inconsistent first week — which may explain why early performance is so uneven.
On the day, your group lists insights first, then derives issues — exactly this move.
A 2-minute nudge for 3 July. Once you have a pile of issues, not all of them are equal.
If left unresolved, it keeps causing other problems. Fix it and several others ease.
Mostly a result of something else on the list — a symptom, not the source.
Then we score each lens 0–4 for how troubled it is. The highest scores point to where to act first.
Two hours, hands-on. We'll work through case studies in small groups — each group taking one lens — then pool what we find, score it, and choose a method together. You'll leave having done EPIC, not just heard about it.
The case studies are shared on the day. Come curious.
The take-home pack. It unlocks here right after the session, so everything lives in one place.
The lens → method cheat-sheet to keep on your desk.
Everything from the workshop, in one link.
Curated reading on each method and model.