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Annual Team Retreat 
Building the Foundation 
for a Bright Future
Strategyzer Retreat: Strategic Alignement
#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
The 
Workshop 
Menu
Day 1 
Big Picture 
Alignment 
Day 2 
How We Work at 
Strategyzer 
Day 3 
Cross-Functional 
Teamwork
Day 1
Who’s Who Trading Cards 
Get To Know 
Each Other
Create a trading card of 
yourself and stick it up on 
the wall. Study the team’s 
trading cards. 
[source of exercise: gamestorming.com]
Strategyzer Retreat: Strategic Alignement
Magazine Cover 
What Does the Company’s 
Success Look Like to You?
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]
Strategyzer Retreat: Strategic Alignement
Strategyzer Retreat: Strategic Alignement
Coopilot Vote 
Uncovering Misalignment
http://coopilot.ctp.com
Vote #1 
Strategyzer Perspective
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 …
Vote #2 
Individual Perspective
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 …
Brainstorm 
Celebrate Our 
Victories
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.
Strategyzer Retreat: Strategic Alignement
Strategyzer Retreat: Strategic Alignement
Our Business Model 
What Does Our Business Model 
Look Like Today?
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
Strategyzer Retreat: Strategic Alignement
Strengths & Weaknesses 
Business Model, Environment 
and Galbraith Star Model
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
+/- 
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 
-
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]
What’s Next? 
Brainstorming Potential Solutions 
and Resource Allocation
In groups, discuss the 
top 3 issues Strategyzer 
should tackle.
Vote for your top issues 
and allocate 5 votes each.
Strategyzer Retreat: Strategic Alignement
Brainstorm potential 
solutions to the top 3 
chosen issues.
Strategyzer Retreat: Strategic Alignement
Allocate 5 votes for the 
solutions you think are most 
effective (best impact to 
effort ratio).
Strategyzer Retreat: Strategic Alignement
Summarize Day 1 
What Did We Learn?
1. Biggest learning? 
2. Biggest unanswered question? 
3. If you had a magic wand what 
would you wish for?
End of Day 1 
Recovery :-)
Strategyzer Retreat: Strategic Alignement
Day 2
Who Does What? 
Roles and Responsibilities of our Team 
Across the Globe
List all the functions that 
we perform at Strategyzer
Strategyzer Retreat: Strategic Alignement
Write your name on the 
functions you perform
Strategyzer Retreat: Strategic Alignement
Ask The Group 
Does somebody do something 
you didn’t expect? 
Is there something nobody does 
that should be done?
Understanding Each Other’s Days 
What Do Our Individual 
Processes Look Like?
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]
Speed Boat A 
What Issues Are Anchors 
Slowing Us Down?
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]
Speed Boat B 
How Can We Lift The Anchors 
and Put Wind in Our Sails
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]
Company Project 
What Should 
We Fix and How?
Pick a company wide project that 
we should start in order to fix one 
or more operational issues and 
prototype a solution
Strategyzer Retreat: Strategic Alignement
Personal Actions 
What Are Each Of 
Us Going To Do?
What is the one thing you 
are going to do differently 
when you get back to work?
Strategyzer Retreat: Strategic Alignement
Summarizing Day 1 & 2 
Looking At 
The Path Ahead
1. Biggest learning? 
2. Biggest unanswered question? 
3. If you had a magic wand what 
would you wish for?
Strategyzer Retreat: Strategic Alignement
Coopilot Vote #2 
Did We Make 
Any Progress on Alignment?
http://coopilot.ctp.com
Vote #1 
Strategyzer Perspective
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 …
Vote #2 
Individual Perspective
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 …
End of Day 2 
Celebrating Work Well Done
Strategyzer Retreat: Strategic Alignement
Day 3
Collaborate 
Cross-Functional Teams
Split into cross-functional teams 
and discuss collaboration 
Pair Dev & Support teams or 
Design & Content team
Strategyzer Retreat: Strategic Alignement
Strategyzer Retreat: Strategic Alignement
Strategyzer Retreat: Strategic Alignement
Back 
to Work
Strategyzer Retreat: Strategic Alignement

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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
  • 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 …
  • 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