Hackathon solutions that actually get implemented.
Implementation workshops for the ~18 institutions in the Ministry of Digital Affairs Hackathon, 21–22 November 2026. Delivered by Irka Pawłowski using the Iron Method, her proprietary approach to moving priorities into implementation.
Proven at ING Bank Śląski — one leadership workshop became 100+ initiatives across 17 departments.
See the case study ↓The hackathon produces the solution. Implementation is where it stalls.
No owner
The solution goes back to the institution with no one accountable for what happens next.
No capacity
It competes with day-to-day work that is already at its limit.
No path
Governance, compliance, data protection and procurement stop it before it starts.
The quality of the idea is rarely the problem. The missing piece is a structure that moves it into execution.
Implementation starts in the room.
One workshop, run for two cohorts, working on each institution's actual hackathon solution — implementation work from the first minute.
Who takes part
Each institution comes as a pair. Neither can substitute for the other.
When
Each pair leaves with
The outcome
- →The outcome that needs to be implemented
- →A scope that can move into execution
The ownership
- →Ownership and decision authority
- →The people and functions required
The conditions
- →Critical organisational dependencies
- →Constraints and potential implementation blockers
- →Capacity and resource requirements
The first moves
- →Immediate actions, and responsibility for those actions
- →An understanding of the Iron Method and the toolkit for applying it
Three and a half hours is enough to leave the room with the initiative already moving — owned, scoped, and with its first actions assigned. The institution carries it from there.
A proven methodology, applied at scale.
The workshop runs on the Iron Method, Irka's proprietary methodology for moving strategic priorities into implementation. It has been developed and proven across transformations at Capgemini, Google and ING. At ING Bank Śląski's Risk Division, it took one leadership workshop to 100+ initiatives across 17 departments and 350+ people.
Start with one real priority, not a programme
At ING, one priority from a single leadership workshop became an implementable solution in two weeks.
Put authority and delivery in the same room
Directors sponsored the work and operators delivered it. 79% of participants strongly valued working directly with directors.
Use the people you already have
No transformation team was set up and no outside implementers were brought in. The work was done by ING's own people.
Build capability, not dependency
60+ internal leaders developed, and 10 self-organising communities. The programme kept running after Irka left.
The Iron
Method
It’s not a playbook. It’s a flexible, layered framework made to expose weak points, tighten systems, and build things that hold under pressure.
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01
Illuminate
Illuminate what’s really going on. Get past surface symptoms. Find where it hurts.
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02
Anchor
Anchor priorities, context, and accountability. Create alignment without hand-holding.
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03
Rewire
Rewire habits, tools, and structures. Replace legacy mess with things that work.
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04
Navigate
Navigate change with actual strategy, not slogans. Build in feedback, trust, and resilience.
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05
Forge
Forge long-term systems that evolve instead of unravelling. Scale with integrity.
Developed and proven across transformations at Capgemini, Google and ING. In the workshop, each institution takes its own hackathon solution through it — which is why the session produces an initiative that can move, rather than a plan that waits.
From one workshop to a transformation capability.
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2018
Leadership workshop
The CRO and directors of 17 departments agree one shared priority.
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2 weeks
First implementation
A team of existing staff develops an implementable solution.
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3 cycles
Scaled
The Risk Innovation League carries the approach across the division, with 9 projects completed in cycle 1.
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2 years
Institutionalised
100+ initiatives, a Warsaw Risk Hub, and changed procurement rules.
No new transformation team · No external implementers · Existing people, knowledge and resources
Read the full case studyThe workshop is the start of implementation, not the end.
Start with implementation. Build the programme from evidence.
The ING transformation is the precedent. It began with a strategic workshop, one priority was selected, existing staff were mobilised, and implementation began immediately. Only then was the approach expanded into a longer programme.
- One workshop
- One priority
- Existing staff
- Two weeks to an implementable result
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01
Hackathon
Solutions developed for real institutional challenges.
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02
Implementation Workshop
Authority and delivery capability put around each solution.
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03
Execution
The work continues inside the institution.
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04
Implementation Programme
Where support is needed, work through the barriers met in execution.
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05
Institutional capability
The internal ability to do this again, without outside support.
The objective
The objective is not another successful workshop. It is to create the conditions under which the solutions from this hackathon can begin moving inside the institutions that have to implement them.
ING shows the transition can start quickly. One strategic workshop led to an implementable solution within two weeks. The following two years showed what becomes possible once that capability is developed across the organisation.
The person who designed it is the person who delivers it.
Irka designed and led the ING Risk transformation, working directly with the CRO across 17 departments. She has 20+ years of experience in digital transformation and change management, including at Capgemini, Google and ING, and she is the creator of the Iron Method.