1The Challenge
What was the challenge?
MMCM brought 40 people to Munnar for an offsite with an unusually disciplined brief. This was not a general team-building day with project management mentioned in passing — project management was the focus, and every activity was expected to surface real behaviour across five specific dimensions: project lifecycle management, risk assessment, budget tracking, stakeholder communication, and team leadership.
That framing set a high bar. Anyone can run an activity and then assert afterwards that it taught delegation. MMCM wanted structured simulations where those five behaviours actually emerged under conditions participants couldn't game — and where what showed up in the room was recognisably what shows up on a live project.
2Our Solution
What solution did we design?
Radio Relay was built into Day Two to isolate the dimension that most project post-mortems eventually land on: stakeholder communication.
A vision holder envisions a model and expects an exact replica. It passes to managers, who relay it to frontliners doing the building — all three layers in separate locations, connected only through designated channels. Any misinterpretation anywhere shows up in the final build, visible to everyone.
Against MMCM's five dimensions, the activity does specific work. Stakeholder communication: information must flow accurately across layers, and the build is the audit. Risk assessment: miscommunication stops being a soft concern and becomes an operational failure risk with a physical consequence on the table. Team leadership: leaders are the ones who insist on clarity, verification, and structured messaging — or don't, and watch the cost. Project lifecycle management: structured sequencing determines accuracy; teams that improvise the order pay for it. Budget tracking: here the constrained resource is time, and it must be optimised like any other.
Radio Relay sat within a deliberately sequenced two days. Day One ran the Bridge the Gap Challenge and the Cricket Auction League; Day Two paired Radio Relay with the Pyramid Challenge. Each simulation hits the same five dimensions from a different angle — Bridge the Gap on integration and cross-team coordination, Cricket Auction on decision-making under financial pressure, Pyramid on execution discipline and the way structural collapse exposes planning gaps. Radio Relay's contribution is the one that connects them: every other failure in the set traces back to something that wasn't said clearly enough.
3How We Did It
How was the programme delivered?
The 40 participants were divided into teams and assigned roles across the three layers — vision holders, managers, and frontliners — positioned apart and restricted to their channels. Facilitators observed as the vision travelled: who verified rather than assumed, who noticed ambiguity in their own instruction before passing it on, who kept structure under time pressure and who abandoned it.
Those observations anchored the debrief, which stayed on MMCM's terms — not communication in the abstract, but stakeholder communication as a project risk, and what it costs when it's treated as an afterthought. Placing Radio Relay on Day Two meant participants arrived with Day One's experience behind them, and the connection between the two days' failures was theirs to make rather than ours to assert.
4Key Outcomes
What were the results?
[To be completed with actual programme data.]
Radio Relay gave MMCM's team a concrete demonstration of a risk most project reviews name only in hindsight. Teams watched small assumptions compound across three layers and arrive as a replica that didn't match the vision — with no ambiguity about where the failure came from, because the evidence was on the table.
Across two days in Munnar, four simulations put MMCM's five project management dimensions under real conditions. Radio Relay supplied the through-line: on a project, precision in communication isn't a soft skill sitting alongside the technical work — it's the thing the technical work depends on.