impact.
impact.
approach
approach
actionable and transferable learnings for the organisation’s day-to-day operations
actionable and transferable learnings for the organisation’s day-to-day operations
team experiences and retreats (stimulating, playful, structured, metaphorical and challenge-based) that test a team’s ability to respond effectively in changing and unfamiliar scenarios
they require physical, emotional and intellectual involvement, and create impact on three levels:
playbook.
playbook.
formats
formats
workshops i offsites: two formats, one shared purpose.
workshops i offsites: two formats, one shared purpose.
both formats can be static or itinerant and are adapted to the moment, the objectives and the reality of each project, while creating strong anchors that reinforce team culture.
benefits.
benefits.
benefits.
what turns today's acctions into tomorrow's value?
encourages awareness and personal development. creates safe spaces for reflection and feedback that allow patterns, limits and talents to surface, question inertia and assume responsibility for one’s own impact. helps each person better understand themselves and others, transforming that understanding into concrete changes in how they lead, collaborate and decide.
stimulates
promotes sustainable rhythms, physical and psychological safety, real listening spaces and well-addressed conflicts, so that the way of working has meaning and strengthens rather than exhausts people and their environment.
removes people from autopilot. invites them to feel free to express themselves, share opinions, act, get to know each other and grow in a different setting, through lived moments and situations — not just explained.
strengthens conversation and trust as key tools for building, commitment and team growth.
learning through experience, with a playful and challenging component, generates satisfaction, pride of belonging and a shared sense of achievement.
we use distinctive places aligned with the programme’s content and experiences. the environment amplifies the lived experience and helps anchor learning over time.
supports reflection and the translation of what has been lived into day-to-day practice: what is understood, what changes and how it is applied in real life and at work.
makes room for the unexpected, the unpredictable and the spontaneous, creating space for surprise, creativity and new perspectives.
helps leverage and extend the inertia and synergies generated during the programme, so that impact does not remain a one-off experience.
encourages awareness and personal development. creates safe spaces for reflection and feedback that allow patterns, limits and talents to surface, question inertia and assume responsibility for one’s own impact. helps each person better understand themselves and others, transforming that understanding into concrete changes in how they lead, collaborate and decide.
stimulates
the journey
the journey
no matter how long the process lasts, we apply a consistent and well-defined framework that empowers teams to exercise the degree of self-management they deem appropriate ensuring both, meaningful ownership and the effective achievement of shared objectives.
no matter how long the process lasts, we apply a consistent and well-defined framework that empowers teams to exercise the degree of self-management they deem appropriate ensuring both, meaningful ownership and the effective achievement of shared objectives.
we focus on the functionality, clarity and impact of the experience, ensuring that each project has a clear purpose and delivers the desired impact, without unnecessary complexity.
how do we create the right conditions to take on a challenge?
spark
creating the right situation and environment so the team understands the motivations and benefits of the proposal, trusts the process, allows spontaneity and becomes aware of the impact it has on itself and on the collective, placing all its focus and potential at the service of the success of the experience.
how do we create the right conditions to take on a challenge?
spark
creating the right situation and environment so the team understands the motivations and benefits of the proposal, trusts the process, allows spontaneity and becomes aware of the impact it has on itself and on the collective, placing all its focus and potential at the service of the success of the experience.
how do we create the right conditions to take on a challenge?
spark
creating the right situation and environment so the team understands the motivations and benefits of the proposal, trusts the process, allows spontaneity and becomes aware of the impact it has on itself and on the collective, placing all its focus and potential at the service of the success of the experience.
what do we propose?
abstraction: disconnect to reconnect.
the team is taken out of its inertia and habitual environment and immersed in a new context, intentionally charged with curiosity and expectation. it is welcomed and cared for. without the need to verbalise it, it becomes evident that everything has been put in place so that what happens today is truly worth it.
what do we propose?
abstraction: disconnect to reconnect.
the team is taken out of its inertia and habitual environment and immersed in a new context, intentionally charged with curiosity and expectation. it is welcomed and cared for. without the need to verbalise it, it becomes evident that everything has been put in place so that what happens today is truly worth it.
what do we propose?
abstraction: disconnect to reconnect.
the team is taken out of its inertia and habitual environment and immersed in a new context, intentionally charged with curiosity and expectation. it is welcomed and cared for. without the need to verbalise it, it becomes evident that everything has been put in place so that what happens today is truly worth it.
what are we looking for?
reflection: being present.
becoming aware of and sharing what the session can offer, at both a personal and team level, while assuming that the benefits will be proportional to the attitude, energy and level of involvement each person chooses to bring into play.
what are we looking for?
reflection: being present.
becoming aware of and sharing what the session can offer, at both a personal and team level, while assuming that the benefits will be proportional to the attitude, energy and level of involvement each person chooses to bring into play.
we place the team in a playful challenge scenario
move
the group is activated through a tangible challenge designed to surface the team’s actual culture in motion. we clarify objectives, phases and resources, then observe how the team organises itself: role allocation, coordination mechanisms, decision-making processes and the handling of uncertainty. the experiential approach exposes patterns, capabilities, tensions, blind spots and leadership dynamics. it is a powerful mirror, enabling the team to recognise what fuels its performance and what constrains it.
we place the team in a playful challenge scenario
move
the group is activated through a tangible challenge designed to surface the team’s actual culture in motion. we clarify objectives, phases and resources, then observe how the team organises itself: role allocation, coordination mechanisms, decision-making processes and the handling of uncertainty. the experiential approach exposes patterns, capabilities, tensions, blind spots and leadership dynamics. it is a powerful mirror, enabling the team to recognise what fuels its performance and what constrains it.
we place the team in a playful challenge scenario
move
the group is activated through a tangible challenge designed to surface the team’s actual culture in motion. we clarify objectives, phases and resources, then observe how the team organises itself: role allocation, coordination mechanisms, decision-making processes and the handling of uncertainty. the experiential approach exposes patterns, capabilities, tensions, blind spots and leadership dynamics. it is a powerful mirror, enabling the team to recognise what fuels its performance and what constrains it.
learning by doing
construction: overcoming the challenge
even though challenges are presented in different categories (innovation, nature, music, visual arts…), they all respond to the same design and operating pattern: ensuring real learning situations within and between teams. good performance by one team depends on the others; interdependence is the key to the game.
when alignment and shared objectives are in place, teams are capable of achieving major milestones in less time than expected.
learning by doing
construction: overcoming the challenge
even though challenges are presented in different categories (innovation, nature, music, visual arts…), they all respond to the same design and operating pattern: ensuring real learning situations within and between teams. good performance by one team depends on the others; interdependence is the key to the game.
when alignment and shared objectives are in place, teams are capable of achieving major milestones in less time than expected.
learning by doing
construction: overcoming the challenge
even though challenges are presented in different categories (innovation, nature, music, visual arts…), they all respond to the same design and operating pattern: ensuring real learning situations within and between teams. good performance by one team depends on the others; interdependence is the key to the game.
when alignment and shared objectives are in place, teams are capable of achieving major milestones in less time than expected.
how did we experience it?
raw reflections
once the challenge is completed, space is opened to gather perceptions, emotions and immediate observations. we briefly organise what happened: what worked, what blocked the team, what would be done differently, which operating patterns, strengths and areas for improvement emerged. this first round of feedback aims to capture initial impressions and prepare the ground for the subsequent working session.
how did we experience it?
raw reflections
once the challenge is completed, space is opened to gather perceptions, emotions and immediate observations. we briefly organise what happened: what worked, what blocked the team, what would be done differently, which operating patterns, strengths and areas for improvement emerged. this first round of feedback aims to capture initial impressions and prepare the ground for the subsequent working session.
how did we experience it?
raw reflections
once the challenge is completed, space is opened to gather perceptions, emotions and immediate observations. we briefly organise what happened: what worked, what blocked the team, what would be done differently, which operating patterns, strengths and areas for improvement emerged. this first round of feedback aims to capture initial impressions and prepare the ground for the subsequent working session.
how do we consolidate and make sure momentum is not lost?
sustain
after the experience, the team enters a working session where what has been lived is turned into concrete decisions and, at the same time, continuity is agreed so that commitments do not dissolve into routine, but instead take root in a sustainable way in how people relate and work together.
how do we consolidate and make sure momentum is not lost?
sustain
after the experience, the team enters a working session where what has been lived is turned into concrete decisions and, at the same time, continuity is agreed so that commitments do not dissolve into routine, but instead take root in a sustainable way in how people relate and work together.
how do we consolidate and make sure momentum is not lost?
sustain
after the experience, the team enters a working session where what has been lived is turned into concrete decisions and, at the same time, continuity is agreed so that commitments do not dissolve into routine, but instead take root in a sustainable way in how people relate and work together.
what needs to be done, who will do it and when?
action plan
choices, decisions and actions with clear objectives, responsibilities and timelines.
what needs to be done, who will do it and when?
action plan
choices, decisions and actions with clear objectives, responsibilities and timelines.
what needs to be done, who will do it and when?
action plan
choices, decisions and actions with clear objectives, responsibilities and timelines.
reinforces self-esteem, motivation and the bond within the group.
acknowledge and value
a closing space where the team is heard and recognised: to share how the day was lived, what was learned, what made it possible and what is worth sustaining going forward. it is a caring, emotionally safe moment designed to strengthen authentic bonds and to invite celebration of the progress made.
reinforces self-esteem, motivation and the bond within the group.
acknowledge and value
a closing space where the team is heard and recognised: to share how the day was lived, what was learned, what made it possible and what is worth sustaining going forward. it is a caring, emotionally safe moment designed to strengthen authentic bonds and to invite celebration of the progress made.
reinforces self-esteem, motivation and the bond within the group.
acknowledge and value
a closing space where the team is heard and recognised: to share how the day was lived, what was learned, what made it possible and what is worth sustaining going forward. it is a caring, emotionally safe moment designed to strengthen authentic bonds and to invite celebration of the progress made.
size doesn’t matter
/2024
size doesn’t matter
/2024
good taste is served on a tray
/2025
good taste is served on a tray
/2025
proposals.
proposals.
proposals.
pick the one that speaks to you or ask about the one you envision.
when every option is meaningful and valuable, choosing is no longer a risk but a privilege. the freedom to trust your own criteria, intuition or desire is one of the most essential expressions of well-being.
La Nomàdica
La Nomàdica
La Nomàdica
La Nomàdica
workshops & offsites
a team doesn’t truly exist until it stops looking outward and dares to understand who it is, and how it relates to power and the status quo that sustains it.
a team doesn’t truly exist until it stops looking outward and dares to understand who it is, and how it relates to power and the status quo that sustains it.
more often than not, everything tends to shift the day someone names what everyone else was avoiding.
more often than not, everything tends to shift the day someone names what everyone else was avoiding.
© 2025 La Nomàdica
let’s talk.
an open-ended challenge allows for endless ways to approach it
UNA projects
La Nomàdica listens to you and responds with the expertise of our ecosystem
add or connect
if it fits, we co-create; if not, we connect you elsewhere
(+34) 637 854 512
let’s talk.
an open-ended challenge allows for endless ways to approach it
UNA projects
La Nomàdica listens to you and responds with the expertise of our ecosystem
add or connect
if it fits, we co-create; if not, we connect you elsewhere
(+34) 637 854 512
© 2025 La Nomàdica
let’s talk.
an open-ended challenge allows for endless ways to approach it
UNA projects
La Nomàdica listens to you and responds with the expertise of our ecosystem
add or connect
if it fits, we co-create; if not, we connect you elsewhere
(+34) 637 854 512