The BEST Strategy Meeting you’ve ever had |
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A great strategy meeting requires thoughtful preparation and effective meeting or conference design. T l M l G will help you do both so your team experiences: "The BEST strategy meeting you've ever had". What follows are ideas on how to design a truly effective strategy conference or meeting. If what you read resonates with your requirements, you'll be even more delighted when you talk to us and find out how much help can be provided very efficicently.
If you would like a copy of "Strategy on a Page", contact us and request it. It provides an excellent template for the end result of great strategy development as well as an ideal starting point to talk about what you want your strategy conference or eeting to achieve. How we deliver "The BEST strategy meetings you've ever had" is best illustrated by describing just 3 of more than 40 items from our Strategy Meeting design methodology, developed from more than 20 years experience and research. Meeting or Conference Checkpoint 1  What is the issue, problem or opportunity (there may be more than one) that is driving the need for this meeting? At this time?Experience tells T l M l G that gathering the answers to this question from several stakeholders usually reveals a range of expectations and assumptions that need to be managed and tested respectively to formalise what is in and out of scope for the meeting. The scope of the meeting needs to balance aspirations with preparedness. In striking the balance, the preparation, information sharing, time requirements and engagement process for a successful meeting or conference become clearer. The ‘fresh eyes’ of a T l M l G external facilitator provides a neutral container for diverse perceptions plus structure and skill in finding clarity. Meeting or Conference Checkpoint 7  Assume for a moment, the meeting has been held and it was very, very successful. What “output” or “take out” will have been created? (decision, recommendation, documentation, feedback, action plan, map, report, presentation, agreement, consensus, alignment, awareness, ideas, insights, next steps or other – there can be more than 1 output requirement of course. Applying that well worn cliché, ‘begin with the end in mind’, means to organize the preparation and conduct of the meeting to get the required output and value of take out intended. With the output clearly in mind, decisions can be made about the required preparation, meeting processes and participant roles. With experience from hundreds of meetings, we can help you specify the output and the design needed to get it.Meeting or Conference Checkpoint 15  Given what is to be achieved, who needs to be in the room to ensure you can get there?To the greatest extent possible, you want those with the required information, influence, authority, experience and stake in what is to be achieved to be in the meeting or conference. Without the right people present, the intended result will probably be out of reach. Decisions can’t be taken without the decision makers in the room. Questions can’t be answered if the right expertise is not present. Important experiences and insights are not shared if key stakeholders are not present. It makes a huge difference to think this through in advance and have the right people, adequately prepared and in the room. A great strategy meeting is the result of many contributing elements. T l M l G’s experience and expertise helps you have “The BEST strategy meetings you’ve ever had”. As well as offering you a copy of "Strategy on a Page" as a sample template for strategy development, you may like to make use of our "Strategy Checklist " available on line here . Of course, there are more things to consider. For example;  Corporate objectives play a key role. They are like 'thought boundaries'. An objective to grow at 5% per annum will precipitate a very different strategy to an objective which seeks to double the business in three years. Similarly, shareholder expectations over the planning period greatly inform which strategic choices are going to be more or less appropriate. We have learned not to assume that everyone has the same view of corporate objectives - it is better to check as part of the preparation. Gathering foresight and converting that to insight will lead you toward powerful innovation. Matured appreciation of changing market forces and collected insights into the evolution of your industry will help enable the meeting to address strategic issues rather than straying to the more familiar operational challenges. Strategy inevitably demands innovation – the market dynamics drive just how much innovation - incremental or transformative. Here T l M l G’s experience is invaluable. Process and time management must be integrated. Participants need to arrive sufficiently prepared to have time in the meeting or conference to achieve the desired result. How much time is allocated to presenting vs dialogue is an important consideration. If the meeting requires everyone to be familiar with a range of analyses, you'd probably prefer that to occur prior to the meeting, using your meeting for discussion. If the meeting is needed to get people "onto the same page" then the use of presentations vs dialogue may be balanced differently. If there is complex problem solving to do, the meeting may need to make use of techniques such as "open space" or even "world cafe". Perhaps "scenario planning" will be needed to map out alternative futures in a rapidly changing industry. Perhaps one of your objectives is to use the conference or meeting to connect emerging management silos to better solve problems. There are many processes designed to help move down this path. If you want your meeting to reach great heights, if you want it to be; "The BEST strategy meeting you've ever had" Then talk to T l M l G about preparation, design and facilitation in a confidential, no obligation teleconference. You can use all and any ideas which emerge at no charge. What sets T l M l G apart is that your facilitator is a C-level executive, comfortable with complexity, the dynamics of organizational life and the impact of timing. Moreover, your facilitator is expert in strategic thinking, models and frameworks - capable of keeping your meeting strategic and not drifting toward operations. Best of all, your facilitator is skilled in group dynamics, inspiring engagement and keeping the environment productive. Your facilitator knows how to make use of a very wide range of process tools. Yes, that's quite a bit of expertise - but that is what will help you create: "The BEST strategy meetings you’ve ever had" Take a look at T l M l G’s client experience. Use this Strategy Checklist . Check out this Strategy Meeting Guide . Call us with no obligation for agenda ideas, process ideas or a free teleconference to help you get started. In fact, we'll facilitate an initial preparation meeting for you and your team at no obligation so you can experience our value. Details of this offer are here .
T |M | G strategyfacilitation
Tel 03 9010 9010 (Aust.) Fax 03 9857 3733 (Aust.)
Web: www.tmg-strategy-facilitation.com.au
Email:
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TMG Strategy Consultants Pty Ltd
Telephone 03 9010 9010
Mail: PO Box 698
Balwyn North - Victoria 3104
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