Most companies have at least one STRATEGY SESSION per year.<\/p>\n
From the\u00a0participants\u00a0there are often mixed feelings about these.<\/p>\n
I do not have particularly positive feelings about the strategy sessions I was part of. In my opinion,\u00a0very little\u00a0change resulted from ours. To me this annual exercise was disappointing, to say the least.<\/p>\n
But it does not have to be. In fact, a well-crafted Strategy Session can be the lever that brings about a step change, not only for the company, but for all who become involved.<\/p>\n
What does it take for you, as CEO, to organize a strategy session that takes you and your company to new heights?<\/p>\n
Knowing the\u00a0massive change that a good strategy session can bring about, how does the CEO put together an event that keeps the people in his organization fired up throughout the coming year? Walk with me through the process.<\/p>\n
Where are we at?\u00a0<\/strong><\/p>\n Reflection on what worked, and did not\u00a0work,\u00a0during the previous year is the logical starting point.<\/p>\n Of course, for this part of the agenda it is helpful to get the views of a cross-section of our senior executives. It will be helpful for them to know that you are busy planning our next strategy\u00a0session, and\u00a0would value their input. You would like them to help review our successes and failures of the past year. It may even be beneficial to delegate different agenda items to different people\u00a0so as to\u00a0generate buy-in.<\/p>\n Opportunity Scan\u00a0<\/strong><\/p>\n You may have some ideas\u00a0of\u00a0new opportunities for your business. Write these down. However, in your communication with your senior executives, alert them that they will be given opportunities to present their ideas at the session.\u00a0\u00a0You will then present your ideas after everyone else has given\u00a0theirs. Allow plenty of time for a thorough discussion on these, looking at all aspects, such as resources\u00a0required, barriers to exploitation, investment and technology needed, as well as critical skills sets.<\/p>\n Operation evaluation\u00a0<\/strong><\/p>\n While this is an extension of the first agenda item (where are we at?)\u00a0it\u00a0is likely to be beneficial to take a deeper, more penetrating look at the existing operation. Be honest \u2013\u00a0don\u2019t\u00a0be afraid of being critical. Explore better methods of production. How can you reach the customer better, establish\u00a0long-term relationships? Can we communicate better within the company? Are there serious skills we are lacking, are some of our marketing efforts outdated?<\/p>\n