Strategy Veronika Meszarits Thomas Mandl

Setting focus: The art of an effective strategy meeting

Whether strategy meetings are a waste of time or a wise investment in the future, depends on careful planning, creative execution and, above all, consistent implementation of the defined steps. Overall, upper management plays a decisive role in whether the meeting is a success or not.

This scenario may resonate with many managers and employees: After a two-day strategy meeting, everyone leaves with numerous plans, only to realize months later that very little has been accomplished. Or you ask yourself in retrospect, whether you really gave enough thought to future potential or the necessary change of direction during the application days. One thing is clear: with the right measures in advance and the right follow-up, decision-makers can significantly increase the benefit of their next strategy meeting.

A strategy meeting can also represent energy and effectiveness. In a carefully prepared and moderated two-day workshop, key persons gather to engage in dialogue about critical strategic issues. Here, future-oriented topics are not only addressed, but actively shaped. Common strategic directions are defined, and key arrangements are made. These core decisions are the foundation for future company development and budgeting for the next year. However, how do we get there? It starts with a clear idea and the will to create change.

It starts with a clear concept and the will to create change.

Careful planning and a strategic database

The key is careful planning: preparation includes effective preliminary discussions with key persons to obtain a clear picture of the current strategic position, and expectations for the future. An essential building block is the creation of a well-founded strategic database, supplemented by the analysis of relevant trends and external perspectives. For the latter, we recommend, for example, an online survey among important external stakeholders and employees on central strategic topics.

These steps show the clear differences from the traditional strategy meetings. Participants do not come to the meeting with the passive attitude of “Let’s see what happens,” but are prepared: external perspectives reflect concern and promotes profound insights – a process that goes far beyond simply “stewing in one’s own juice”.

In this process, different perspectives are valued and integrated.

Interactive dialogue leads to a productive state

In the strategy meeting, an intensive exchange about previously developed analyses takes place, with the classic SWOT analysis serving as the central foundation. This collective reflection on the current standpoint sparks a powerful dynamic, a “communicative flow,” that puts those involved in a productive state. In this inspiring atmosphere, the strengths, weaknesses, opportunities and risks are not only identified, but also lively discussed and analyzed in depth.

The goal is to not only create a common understanding through this collective consideration of the initial situation, but also to create an atmosphere in which innovative ideas and strategies can arise organically. In this process, different perspectives are valued and integrated, resulting in a rich and complex discussion. Participants are encouraged to think outside the box and look at the challenges and opportunities from different perspectives. This approach not only promotes creativity and inventiveness, but also ensures that the strategies developed are robust, comprehensive and realistic.

Structured follow-up is essential.

The effective implementation of the set goals

The effective implementation of the goals stated in the strategy meeting is crucial. In our consulting practice, we often experience that the dynamics created during the meeting flatten out in everyday working life and the implementation of the plans comes to a halt. To counteract this phenomenon, structured follow-up is essential. The management is responsible for systematically analyzing the results of the meeting, developing work programs and determining necessary strategic actions.

In this context, the integration of agile working methods into strategy implementation is invaluable. The “Agile Management” methodology makes it possible to implement strategies flexibly and iteratively, so that strategy implementation becomes an integral part of daily business. This not only promotes the company’s adaptability and speed of reaction, but also ensures continuous improvement and fine-tuning of strategic measures.

Incorporating the OKR (Objectives and Key Results) method strengthens this approach by ensuring clear objectives, measurable results and focused direction. By setting inspiring, directional goals (objectives) and associated concrete, measurable impact (key results), strategy implementation not only becomes more transparent, but also more tangible and binding.

It is also crucial to address the challenges that may arise from managing operational and strategic controlling simultaneously. To overcome this potential barrier, the strategy meeting should be planned early so that the resulting strategic work programs can be seamlessly integrated into budget planning. This is the only way the strategy can be sustainably anchored in the company and become a driving factor in company development.

It’s not just about surviving, but thriving.

Strategic work is especially necessary in times of uncertainty

Is it advisable to develop a new strategy, especially in times of crisis? Many companies are asking themselves this question, and many have already answered it by actively pushing forward strategic realignments. Our conviction is clear: those companies that recognize and strategically address the unique opportunities and challenges, that come with crises, will clearly set themselves apart from the competition.

In times of uncertainty, the idea of ​​embarking on a new strategic direction may initially seem counterintuitive. However, history teaches us that it is precisely in such phases that upheaval and redesign can bring decisive advantages. Companies that not only react, but act – actively analyzing the specific opportunities and risks of their situation and act strategically intelligently – position themselves for a successful future.

It’s not just about surviving but thriving. This requires a thorough analysis of your current standpoint, a clear understanding of emerging trends and flexible but targeted planning. Companies that can adapt their strategy to changing conditions not only maintain control during stormy times, but also use them as a springboard for innovation and growth. Developing a new strategy in times of crisis not only means reacting to changes, but also actively shaping the future and gaining a competitive advantage.

Choosing the right strategic option often requires balancing intuition with analysis.

Making the strategy meeting dynamic and effective

To organize a strategy meeting successfully, we recommend these five steps

1. Creating new perspectives

Rather than getting overwhelmed by data, business leaders should focus on clarifying the strategic context. Market and company data should be analyzed with a fresh perspective, and customer feedback must be integrated. Involving critical thinkers is essential to challenge entrenched mindsets. It’s important to avoid data overload that paralyzes decision-making instead of inspiring action.

2. Focusing on core themes

Leaders should avoid the trap of getting lost in complex strategic analysis, overflowing balanced scorecard tables, or a multitude of strategic possibilities. It is important to concentrate on the decisive “critical issues” that will shape the future success of the company.

3. Dialogue instead of debate

A genuine dialogue is an exchange of ideas, not a competition to present evidence. The management team should present its strategic considerations in a way that is comprehensible and understandable to others. An open dialogue promotes commitment and expands the common understanding of markets, customers and the company’s strengths and weaknesses.

Strong strategies are always based on intense emotions.

4. Business evaluation of strategic options

Deciding on the right strategic option is often a balancing act between intuition and analysis. The management team should use emotions such as hope and fear to support or critically question rational decisions with emotional depth. Strong strategies are always based on intense emotions.

5. Rapid Results: Quick application of new ideas

Strategies are not implemented through complex action plans or long lists of projects. Instead, concise roadmaps with clear milestones and three to five projects are necessary that deliver rapid results – i.e. practical experience with new approaches that prove that the strategic realignment is showing concrete results.

And another recommendation: It’s worth going beyond the usual framework; true creativity and a lively dialogue rarely develop in traditional, rigid environments. It is therefore recommended to consciously choose places for the strategy meeting that release energy and contribute to inspiration. A change of environment can work wonders and create new creative horizons.

The enemy of the strategy is the day-to-day business

What comes after the strategy meeting

The natural enemy of strategy is day-to-day business. The operational tasks cannot be an excuse for not achieving agreed goals. It should be concluded at the end of the strategy meeting which regular, joint meetings, and which other measures, will ensure the pursuit of defined points. Less is more and methods from the “agile bag of tricks” help.

The agile approach with sprints

Extensive implementation plans, some of which run over very long periods of time, are suitable for measures that can be predicted and planned in detail. This rarely applies to strategy work. Agile methods are therefore more suitable. Instead of annual intervals, implementation should therefore be planned in shorter intervals of, for example, three to four months (sprints).

Short, effective coordination meetings in the form of stand-ups are ideal for ensuring progress.

Effective meetings in the form of stand-ups

Short, effective coordination meetings in the form of stand-ups are ideal for ensuring progress. The professionals don’t need more than 15 to 30 minutes here. The focus in the meeting itself is on implementation progress and problem identification, not problem solving. This format is intended to ensure that we continue to work towards the vision or strategy in small steps until the next strategy meeting.

Accessible visualization of implementation progress.

Kanban boards are suitable instead of inconvenient protocols. These serve as the basis for carrying out the stand-ups because the live project progress is visible in the meeting. Usually, three to four categories are enough for the activities: topic reminders, to do, in progress, done. There are now some very intuitive apps for team collaboration in virtual spaces.

Self-organized teams

Successful work within a relatively short strategic implementation period largely depends on selecting the right team members who can collaborate in a self-organized manner. The team should share a strong commitment to implementation and be capable of making quick, autonomous decisions within a defined framework.

Protocols and transparency

During the sprint, the team meets at regular intervals. On the one hand, these are short stand-ups in which the team comes together for a maximum of an hour and controls the strategy implementation. The focus is on obstacles and task packages for the next two weeks. This means everyone knows what the other is working on and can make important cross-connections.

Everyone knows what the other is working on and can make important connections.

Effectively staying on track despite day-to-day business

The art of an effective strategy meeting lies only partly in the meeting itself. To work on the right topics, a preparation process is required and for the actual effectiveness of the content developed, it must be embedded in a subsequent implementation process. With agile methods and principles, this post-processing can be pursued in a well-measured and effective manner despite the more than demanding day-to-day business.

Berater/in

Veronika Meszarits

Managing Partner

Thomas Mandl

Managing Partner