Strategyzer

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

4. The
Workshop
Menu

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

15. http://coopilot.ctp.com

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?

66. http://coopilot.ctp.com

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

74. Collaborate
Cross-Functional Teams

75. Split into cross-functional teams
and discuss collaboration
Pair Dev & Support teams or
Design & Content team

79. Back
to Work