Since October, 2007, supported by the Union of Concerned Scientists, we have been supporting the Reducing Emissions from Deforestation and Forest Degradation (REDD) group, a part of Climate Action Network (CAN). We have supported the REDD group in their preparation and team-building meeting leading up to the Bali UNFCCC Summit held in December 2007 and in June 2008 in preparations for work leading up to Copenhagen in 2009.

Canada faces a momentous challenge in making a successful transition to a high-efficiency, low-carbon economy. The purpose of the “3E” (economy, energy, environment) Initiative is to improve the quality and effectiveness of public and private action to address this challenge.

In 2007, we started helping the Center for Leadership and Management in Bogota organize a cross-sector dialogue including leaders from the government, the political opposition, companies, trade unions, media, universities, and other civil society groups, to design and implement practical measures that they can undertake together to move the country forward.

In 2007, we started helping co-design and deliver a multi-stakeholder Forum in Cyprus, supported by United Nations Development Programme. In 2008, we have been supporting the creation of a local governance group to support joint-actions across sectors and borders.

We are working in partnership with Besod Siach, the Oxford Research Group, and Tzav Pius, and with a broad cross-section of Jewish-Israeli political, spiritual, and civil society leaders, to find answers to the question: What kind of Israeli society can we envisage, to which we and our descendants would be proud to belong, and in which we could live in amity with our Palestinian and other neighbors?

In 2007, we started helping the Dutch government's Senior Civil Service organization, the Algemene Bestuursdienst, support cross-departmental teams in implementing practical dialogue processes to address a range of critical sustainable development challenges, including adaptation to climate change, protein supply chains, and neighborhood rejuvenation.

We have co-initiated and are co-leading a multi-year project in South Africa to help improve quality and quantity of care for the increasing numbers of orphaned and vulnerable children.

We led 30 community members of Alexandra Township outside of Johannesburg through a four-month process aiming to build their capacity for collaboration and improve their effectiveness as HIV/AIDS service providers.

The challenge of children orphaned by the AIDS pandemic is changing the social fabric of South Africa’s communities. Reos Partners is leading a process of designing and facilitating a change lab in the municipality of Midvaal.

The Royal Bafokeng Nation is a tribal community situated about 200km North West of Johannesburg. They own tracts of tribal land, and are relatively unique as tribal land owners, as they managed to hold on to this land throughout South Africa’s Apartheid regime.

Since 2007, we have been helping the elected and staff leadership of the NEA, the largest professional employee association in the US, develop their business strategy for achieving their vision of “a great public school for every student.”

We co-convened and co-led the formation of the Bhavishya Alliance. The convening phase ended in 2006 with a three-month, full-time Change Lab that brought together Indian government officials, company managers, and non-governmental organisation leaders to create the “Bhavishya [Future in Sanskrit] Alliance” aimed at cutting in half India’s extraordinarily high level of child malnutrition.

This project stems from a deep concern on the part of some community leaders in Franklin County regarding the state of health care.

We co-initiated and have provided process design, organisation and facilitation support to this large-scale Change Lab—involving food system actors “from farm to fork,” including business, government and civil society leaders from Europe, North America and Latin America—aimed at creating living examples of mainstream sustainable food supply chains.

In 2003, we worked with The Center for Houston’s Future and a group of civic leaders—politicians, businesspeople, non-profit executives, and neighborhood activists—to develop a set of scenarios for the future of the Houston region.

After the signing of the peace accords that ended 36 years of civil war, we designed and facilitated an in-depth national re-visioning process involving high level leaders from the government, the former guerillas, business, media, the church, and youth.

In 1996 and 1997, we helped a team made up of political, business, civil society, and military leaders—including, exceptionally, representatives of all the main armed groups in the ongoing conflict—come together to envision possible futures for their country, including three different ways to end the conflict.

Since 1995, we have been working with various organizations within the Shell Group of Companies addressing complex business, innovation and organisational challenges. Currently we are working with senior teams in both the upstream and downtream businesses on issues as diverse as sustainable development and industrial relations.

We provided technical support to a broad group of leaders—black and white, from the left and the right, from the establishment and the opposition—who were working together to create a road map for the transition away from apartheid.