Seddon

Strong foundations, but ideas stuck in the system

Seddon’s success was built on process excellence; they do what they do extremely well. But that strength also created inertia. After more than 125 years in operation, the business had naturally evolved into a highly efficient delivery machine, with less space for exploring new ideas or rethinking the way work gets done.

Technology was advancing fast, and AI was beginning to impact construction and property services. Competitive pressures, inflation, labour challenges, and rising client expectations made change urgent. Seddon could see the world changing around them. Yet internally, innovation was often accidental, something that happened informally, if at all. Staff had ideas, but no structured way to share or progress them. Leadership recognised that this wasn’t about a lack of creativity, but a lack of mechanism. They wanted to unlock the ideas sitting across the business, modernise internal processes, and create a culture where innovation wasn’t an occasional exercise, but an everyday mindset.

That’s where Door4 came in.

Making innovation make sense – and making it everyone’s job

Door4’s first move was to cut through the noise around AI and make it feel relevant. We began with a company-wide presentation, tailored to Seddon’s world: practical examples of how automation and smart tools could save hours, streamline workflows, and improve job satisfaction. No jargon, no tech-speak, just clarity and connection.

From there, we moved into small, focused workshops where teams from across departments came together. Each group followed a structured process:

• Identify real challenges
• Define what success would look like
• Brainstorm ways to achieve it

Using frameworks like “How Might We” and impact/effort mapping, Door4’s facilitators helped participants think big while staying grounded in what would make a commercial difference.

Every session produced a clear shortlist of projects, complete with draft ownership and next steps. Collaboration was central: debates were encouraged, every participant contributed, and the workshops created a safe space where previously hidden frustrations turned into practical ideas. 

By giving every team member a voice and a format for discussion, we turned abstract talk about innovation into something tangible, useful, and immediately actionable.

Workshops with structure, not just sticky notes

The workshops were designed for speed and inclusivity. Each session followed a clear flow—from defining the problem to generating and prioritising solutions—while leaving room for debate and collaboration. Groups were deliberately mixed to capture a wide range of perspectives, avoiding silos and ensuring no department dominated the conversation.

Door4 facilitators kept discussions focused, using templates and canvases to capture every idea and keep outputs focused. This approach surfaced issues that would otherwise remain hidden, for example, frontline staff identified repetitive reporting tasks that finance recognised as resource-draining, leading to automation concepts that could benefit multiple teams.

Crucially, outputs were captured in an actionable format. Each session concluded with a prioritised list of initiatives, mapped to business goals and presented in a clear opportunity matrix. Door4 provided follow-up documentation and templates, equipping Seddon to continue developing ideas independently and ensuring the momentum didn’t stop when the workshops ended.

Real engagement, practical ideas, clear next steps

From the outset, success was measured by progress, not participation. Seddon didn’t just want busy workshops; they wanted outcomes that could move the business forward.

Each session produced prioritised ideas, action lists, and ownership plans for taking concepts through to costing or pilot stage. Success also meant visible engagement: teams speaking up, collaborating across departments, and challenging how things had always been done. Leadership buy-in followed quickly. Several of the prioritised ideas were fast-tracked for costing and board review, demonstrating a clear pathway from ideation to delivery. Feedback from participants highlighted how valuable it was to have a structured environment to share and debate ideas, something that had been missing before.

For Door4, the true measure of success was when innovation no longer felt abstract or occasional, but something that Seddon’s people owned and actively progressed.

An innovation culture that stuck, and a roadmap for continuous improvement.

The programme delivered a tangible cultural shift at Seddon. Staff felt empowered to share and develop ideas, breaking down the barriers that had previously stifled innovation.

The workshops surfaced dozens of opportunities, prioritised and prepared for board review, with several projects already moving into costing and pilot planning. Just as valuable, Seddon gained a repeatable process that is now part of the organisation’s toolkit, enabling teams to keep innovation alive without relying on external facilitation.

The cultural change was evident: innovation moved from being an abstract leadership ambition to a daily habit across departments. As Director Nic Hodkinson put it, “It has been a really great exercise and we are keen to keep up the momentum. Strike while the iron is hot.” Looking ahead, Seddon is better placed to embrace AI, optimise processes, and build resilience in a competitive market. The workshops marked the start of an ongoing shift: future-focused, staff-driven, and commercially grounded.