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Strategyzer Retreat: Strategic Alignement
- 1. Annual Team Retreat Building the Foundation for a Bright Future
- 3. #0 Alex, Alan, Peter #x Elisabeth #1 Tom #2 Dave #3 Chris #4 Natasha #5 Benson #6 Daniel #7 Joannou #8 Federico #9 Nabila #10 Tammy #11 Matt #12 Nate #13 Emma #14 Jonas
- 5. Day 1 Big Picture Alignment Day 2 How We Work at Strategyzer Day 3 Cross-Functional Teamwork
- 6. Day 1
- 7. Who’s Who Trading Cards Get To Know Each Other
- 8. Create a trading card of yourself and stick it up on the wall. Study the team’s trading cards. [source of exercise: gamestorming.com]
- 10. Magazine Cover What Does the Company’s Success Look Like to You?
- 11. We are in 2019. Our company succeeded big time. Our story is on the cover of a widely read magazine. What does that cover look like? What are the headlines? [source of exercise: gamestorming.com]
- 14. Coopilot Vote Uncovering Misalignment
- 16. Vote #1 Strategyzer Perspective
- 17. Joint Objectives Confused Confused Confused Joint Commitments Implicit Implicit Implicit Joint Resources Unavailable Unavailable Unavailable Joint Risks Underestimated Clear Explicit Available Under Control Objectives I find Strategyzer’s company objectives are … Commitments I find everyone’s responsibilities at Strategyzer are … Joint Objectives Joint Commitments Joint Resources Joint Risks Underestimated Clear Explicit Available Under Control Resources I find that the resources Strategyzer needs to do a good job and grow are … Joint Objectives Joint Commitments Joint Resources Joint Risks Underestimated Clear Explicit Available Under Control Risks I think Strategyzer’s risks to continue to grow and work well are …
- 18. Vote #2 Individual Perspective
- 19. Joint Objectives Confused Confused Confused Joint Commitments Implicit Implicit Implicit Joint Resources Unavailable Unavailable Unavailable Joint Risks Underestimated Clear Explicit Available Under Control Objectives I find my personal objectives to contribute to Strategyzer’s success are … Commitments I find my personal role and responsibilities at Strategyzer are … Joint Objectives Joint Commitments Joint Resources Joint Risks Underestimated Clear Explicit Available Under Control Resources I find that the resources I need to do my job well are generally … Joint Objectives Joint Commitments Joint Resources Joint Risks Underestimated Clear Explicit Available Under Control Risks I think the risks related to doing my job well or insufficiently are generally …
- 20. Brainstorm Celebrate Our Victories
- 21. What did we achieve over the last ~365 days? Make a sticky note for each personal and collective victory S/M/L and put it onto the wall.
- 24. Our Business Model What Does Our Business Model Look Like Today?
- 25. Map out our current business model by splitting into groups. The Business Model Canvas Designed for: Designed by: Date: Version: Key Partners Key Activities Value Propositions Customer Segments Channels Revenue Streams Key Resources Cost Structure Customer Relationships designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
- 27. Strengths & Weaknesses Business Model, Environment and Galbraith Star Model
- 28. Assess the strengths and weaknesses of our business model, the environment, and implementation by slitting into groups. +/- The Business Model Canvas Designed for: Designed by: Date: Version: Key Partners Key Activities Value Propositions Customer Segments Channels Revenue Streams Key Resources Cost Structure Customer Relationships designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
- 29. +/- The Business Model Canvas Designed for: Designed by: Date: Version: Key Partners Key Activities Value Propositions Customer Segments Channels Revenue Streams Key Resources Cost Structure Customer Relationships designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com competitive trends customer trends technology trends -
- 30. The Business Model Canvas Designed for: Designed by: Date: Version: Key Partners Key Activities Value Propositions Customer Segments Channels Revenue Streams Key Resources Cost Structure Customer Relationships designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com structure How we are organized. Roles & responsibilities. Distribution of power and authority. Decision making mechanisms. How we prioritize. How work is managed. processes Mechanisms of collaboration and communication. Clarity of processes. How work flows between different roles. Flow of information. Speed of execution. rewards people The type of people we hire. The right skills for the tasks. The right attitude. Effective use of talent and skills. Work culture and ethics. What we reward. How we assess progress and success. How we reward success and performance. How we celebrate victories. strategy Goals and direction. What we focus on. Allocation of resources. +/- [source: Galbraith Star Model]
- 31. What’s Next? Brainstorming Potential Solutions and Resource Allocation
- 32. In groups, discuss the top 3 issues Strategyzer should tackle.
- 33. Vote for your top issues and allocate 5 votes each.
- 35. Brainstorm potential solutions to the top 3 chosen issues.
- 37. Allocate 5 votes for the solutions you think are most effective (best impact to effort ratio).
- 39. Summarize Day 1 What Did We Learn?
- 40. 1. Biggest learning? 2. Biggest unanswered question? 3. If you had a magic wand what would you wish for?
- 41. End of Day 1 Recovery :-)
- 43. Day 2
- 44. Who Does What? Roles and Responsibilities of our Team Across the Globe
- 45. List all the functions that we perform at Strategyzer
- 47. Write your name on the functions you perform
- 49. Ask The Group Does somebody do something you didn’t expect? Is there something nobody does that should be done?
- 50. Understanding Each Other’s Days What Do Our Individual Processes Look Like?
- 51. Discover each other’s workflows. Write your one of your job responsibilities on a sticky note and put it on your shirt. Pair up with someone whose job you’re least familiar with, but curious about. Participants take turns to draw how they envision the other person’s workflow around that job duty. Share your drawings. Discuss how the reality of your workflow resembles or differs from the workflow the other participant imagined. [source of exercise: gamestorming.com]
- 52. Speed Boat A What Issues Are Anchors Slowing Us Down?
- 53. Our company’s a boat. What operational issues are holding us back? Each issue is an anchor that you capture on a sticky note. The more an issue is holding us back, the deeper you put the anchor. issue issue issue issue issue issue issue issue issue issue issue [source of exercise: gamestorming.com]
- 54. Speed Boat B How Can We Lift The Anchors and Put Wind in Our Sails
- 55. issue issue issue issue issue issue issue issue issue issue issue Our company’s a boat. The anchors are holding us back. How can we lift those anchors and put wind in our sails? Capture ideas and potential solutions on a sticky note. idea ida solution idea solution solution idea solution solution idea solution [source of exercise: gamestorming.com]
- 56. Company Project What Should We Fix and How?
- 57. Pick a company wide project that we should start in order to fix one or more operational issues and prototype a solution
- 59. Personal Actions What Are Each Of Us Going To Do?
- 60. What is the one thing you are going to do differently when you get back to work?
- 62. Summarizing Day 1 & 2 Looking At The Path Ahead
- 63. 1. Biggest learning? 2. Biggest unanswered question? 3. If you had a magic wand what would you wish for?
- 65. Coopilot Vote #2 Did We Make Any Progress on Alignment?
- 67. Vote #1 Strategyzer Perspective
- 68. Joint Objectives Confused Confused Confused Joint Commitments Implicit Implicit Implicit Joint Resources Unavailable Unavailable Unavailable Joint Risks Underestimated Clear Explicit Available Under Control Objectives I find Strategyzer’s company objectives are … Commitments I find everyone’s responsibilities at Strategyzer are … Joint Objectives Joint Commitments Joint Resources Joint Risks Underestimated Clear Explicit Available Under Control Resources I find that the resources Strategyzer needs to do a good job and grow are … Joint Objectives Joint Commitments Joint Resources Joint Risks Underestimated Clear Explicit Available Under Control Risks I think Strategyzer’s risks to continue to grow and work well are …
- 69. Vote #2 Individual Perspective
- 70. Joint Objectives Confused Confused Confused Joint Commitments Implicit Implicit Implicit Joint Resources Unavailable Unavailable Unavailable Joint Risks Underestimated Clear Explicit Available Under Control Objectives I find my personal objectives to contribute to Strategyzer’s success are … Commitments I find my personal role and responsibilities at Strategyzer are … Joint Objectives Joint Commitments Joint Resources Joint Risks Underestimated Clear Explicit Available Under Control Resources I find that the resources I need to do my job well are generally … Joint Objectives Joint Commitments Joint Resources Joint Risks Underestimated Clear Explicit Available Under Control Risks I think the risks related to doing my job well or insufficiently are generally …
- 71. End of Day 2 Celebrating Work Well Done
- 73. Day 3
- 75. Split into cross-functional teams and discuss collaboration Pair Dev & Support teams or Design & Content team
- 79. Back to Work