We use art, media and storytelling to create bespoke team workshops and events for all professional levels to enhance company procedures, feed collaboration, strengthen teams and develop leadership.
This day-long workshop, which we performed in Prague, coincided with the company's meetings, creating a perfect balance between meeting and learning in a playful and targeted environment. Our experienced and professional team was flown in from Portugal and Amsterdam.
In today’s corporate landscape, mergers, rebrands and product launches are not just operational milestones. They are cultural turning points. When global document technology firm PSPDFKit, now Nutrient, partnered with Go Discover Portugal, the objective was clear. They did not want a standard team building activity. They needed a strategic learning experience that would embed their new identity across the organisation.
What followed was a fully bespoke, day long workshop that took two months of development and was built specifically around the company’s merger, rebrand and product launch. At the heart of the experience was the CEO’s pitch and a carefully constructed storytelling methodology designed to transform vision into shared understanding.
Built for a Moment of Transformation
The transition from PSPDFKit to Nutrient represented more than a name change. It unified acquisitions, repositioned the company in the market and introduced a broader product narrative. Leadership needed every team member to internalise and communicate that new story with clarity and confidence.
Go Discover Portugal began with in depth discovery sessions. The team analysed the CEO’s keynote message, the strategic objectives behind the rebrand and the cultural dynamics of the international workforce. Only then did the creative development begin.
Over two months, the workshop was written, structured and refined. Every element was intentional. Every learning outcome was mapped against business objectives.
Storytelling as a Learning Method
Rather than delivering a presentation about the rebrand, the workshop placed employees at the centre of the narrative.
Participants were divided into production teams and tasked with conceptualising, scripting, filming and producing short commercial style videos based on the CEO’s pitch and the new Nutrient brand story. This format was rooted in experiential learning principles. People do not internalise change by listening alone. They internalise change by interpreting it, discussing it and applying it.
By transforming the rebrand into a creative production challenge, teams had to actively translate strategy into story.
This required:
Collaboration across departments and roles
Clear communication under time pressure
Emergent leadership within small groups
Strategic decision making aligned with brand positioning
Because the output was visible and tangible, teams could see how their interpretation of the narrative compared with others. This created powerful reflection moments and strengthened collective alignment.
A Fully Written and Facilitated Experience
This was not an improvised creative session. The workshop was supported by a detailed written facilitation manual.
The manual included structured briefings, role definitions for each production function, time management frameworks and guided reflection questions. Facilitators were equipped with prompts that connected creative decisions back to leadership behaviours and business strategy.
Pre workshop alignment ensured that every creative brief was anchored in the CEO’s vision. During the session, facilitators monitored group dynamics and reinforced learning objectives. The final screening was followed by a structured debrief linking collaboration patterns, leadership styles and storytelling choices to the company’s real world transformation.
The result was not only an engaging day, but a cohesive learning journey designed with precision.
Collaboration and Leadership in Action
Throughout the workshop, collaboration was not theoretical. It was necessary for success.
Teams had to distribute roles, manage creative differences, negotiate ideas and deliver under deadline. Leaders emerged organically. Some led through vision. Others through structure. Others through encouragement. The experience made leadership visible.
Because the content was directly tied to the Nutrient launch, the emotional investment was higher than in a generic activity. Participants were not creating fictional campaigns. They were shaping the narrative of their own company’s future.
The final video outputs provided additional long term value. They became internal content assets and a reminder of the shared effort behind the transformation.
Why This Approach Matters for Event Professionals
For event planners and corporate strategists, this case demonstrates a broader evolution in team building design.
Organisations navigating mergers, acquisitions or rebrands do not benefit from isolated entertainment. They benefit from structured experiences that reinforce leadership alignment, communication clarity and shared purpose.
Key takeaways from this project include:
Deep co development with leadership before creative design begins
Storytelling as a structured learning methodology rather than a theme
A written facilitation framework that ensures consistency and depth
Clear connection between creative output and business strategy
When team building is designed at this level, it becomes a strategic intervention. It accelerates cultural integration, strengthens cross functional collaboration and helps employees embody a new brand identity rather than simply hear about it.
The Nutrient workshop illustrates how a bespoke, story centred experience can turn a complex corporate transition into a moment of clarity, creativity and collective ownership.
From our many team building concepts, this one was based on https://godiscoverportugal.com/team-building-in-portugal-the-experience-collection-lisbon-porto/team-building/make-your-own-tv-commercial-team-building-lisbon/
