Starting point
A manufacturer and rental provider of seasonal sports facilities employed around 50 people. Its new managing director inherited a strategy developed with little leadership involvement, which was neither widely known nor supported. Pandemic after-effects, energy prices and uncoordinated action made a shared new strategy essential.
Goals
- Develop a fitting vision and mission.
- Define purpose and values that everyone can embody.
- Create a viable strategy for the coming years.
- Analyse markets, competitors, trends, technology and the political and social environment.
- Identify strengths and weaknesses.
- Create an implementation path for every business function.
- Involve the key leaders.
Process
Several workshops connected analysis of the current situation with vision, mission, values and strategy. Alongside tools such as SWOT, the mainly technical participants experienced unfamiliar methods: innovative speed dating, a future press conference and guided meditation.
Between workshops, leaders tested the emerging ideas in practice and refined details.
Results
All leaders understood strengths, weaknesses, opportunities and risks. They adopted a shared vision, mission and values, and developed a viable strategy. Knowing why created broad support and motivation for implementation.
For the first time, the leadership team worked together on fundamental direction. Cross-functional collaboration strengthened understanding and shared knowledge. Looking back at challenges and turning points reinforced the sense of collective capability and belonging.
