Case Study

Engaging and coordinating corporate leadership in the definition of a business strategy

An off-site workshop dedicated to corporate leadership to discuss future opportunities and create a growth plan

Future Path was a two-day retreat with San Marco Group’s decision-makers to discuss and define the new industrial plan. The retreat was fueled by a prior strategic analysis and culminated in a strategic action plan.

Settore Azienda

Construction

Servizi Amploom

Open Innovation
Design Thinking

Persone Coinvolte

30 corporate figures, including 6 selected pioneers

Initial Challenge

Strategic dialogue and alignment in an evolving market context

Following strong business growth, San Marco Group wanted to bring the company's management together to discuss new opportunities and identify the key elements of the development plan for the following two years.

Initial Challenge: Strategic dialogue and alignment in an evolving market context

Strategy

An off-site workshop with analysis of the corporate context and industry inspiration

We designed a two-day workshop where business inspiration sessions alternated with group discussions. The activities were fueled by a prior quantitative and qualitative analysis.

Strategy: An off-site workshop with analysis of the corporate context and industry inspiration

Result

Leadership alignment on strategy and a summary report for the industrial plan

We synthesized the results from the working groups into a strategic report preparatory to the creation of the industrial plan, which was then presented back to a selected group of corporate figures.

Result: Leadership alignment on strategy and a summary report for the industrial plan

Initial Challenge

Strategic dialogue and alignment in an evolving market context

Initial Challenge: Strategic dialogue and alignment in an evolving market context

San Marco Group was experiencing a period of strong growth, driven by exogenous market factors. With the goal of sustaining this growth in the following period, management felt the need to involve the company’s decision-makers to multiply perspectives at the table and uncover new business opportunities. These reflections would then flow into the industrial plan for the following three years.

Strategy

An off-site workshop with analysis of the corporate context and industry inspiration

Strategy: An off-site workshop with analysis of the corporate context and industry inspiration

The operational heart of the Future Path project was the two-day off-site workshop.

However, this moment required a strategic preparation path. Specifically:

  • we conducted an in-depth review of materials previously developed by the company to immerse ourselves in the corporate context and develop follow-up questions for the subsequent phases;
  • we developed the interview protocol and conducted qualitative interviews with 10 corporate figures involved in the workshop to identify services offered, user needs, action priorities, and elements of corporate culture.

These two preparatory phases provided us with useful elements for designing the content of the off-site workshop.

Furthermore, in preparation for the strategic corporate retreat, we met with the participants for an induction day to explain the objectives of the session and create fertile ground.

The Off-site workshop was structured as an alternation of inspirational content from industry experts and group discussion tables on individual strategic themes. During the dialogue, the groups generated actions for the company’s future; the brainstorming was guided by the synthesis of the considerations that emerged during the qualitative interviews. All actions from the tables were consolidated into an action plan containing the necessary milestones.

Result

Leadership alignment on strategy and a summary report for the industrial plan

Result: Leadership alignment on strategy and a summary report for the industrial plan
8
strategic themes analyzed
+
22
significant concepts synthesized
8
take-aways (project directions)

The Off-site workshop brought together strategic corporate figures in an extraordinary context, allowing them to discuss crucial themes while taking time away from daily operations. The first result of the process was therefore the alignment of relevant corporate figures.

Following the Off-site workshop, we then developed a strategic report containing the synthesis and re-elaboration of the working groups. Specifically, starting from the 8 themes analyzed, 22 concepts for significant projects emerged, which were then aggregated into 8 project directions to be pursued.

We then presented the report back to the participants in a final session to convey the fundamental insights and create a foundation of common awareness regarding the company’s future actions.

What is the Open Innovation component?

What is the Open Innovation component?

The figures participating in the workshop listened to inspirational pills to broaden their perspective on the strategy. The working groups formed at the table were heterogeneous by function, multiplying the points of view.

What is the Design Thinking element?

What is the Design Thinking element?

The process included a quantitative research phase (pre-existing documents) and a qualitative research phase (interviews). The off-site workshop activities were structured according to a divergent and convergent dynamic.

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