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The client labored under a sprawling strategic plan, developed internally and revisited annually without tremendous year-to-year progress. Its goals were ambitious, but the practical efforts to reach those goals were elusive given the day-to-day demands of a complex and popular institution. Management also felt that its stated goals lacked measurability, which therefore made progress harder to track and celebrate. A multi-day senior staff retreat was calendared to address these issues, but without an agenda its prospects were uncertain.
Plan A designed an agenda and facilitated a three-day off-site retreat for this museum’s senior staff focused on honing its strategic plan to realize a set of short- and long-term objectives. A wide range of interactive exercises, many resulting in consensus-driven decisions, was employed to answer the myriad questions posed by senior staff in advance, and that would give them clear direction within the context of their colleagues’ work.
• Designed the agenda and facilitated a three-day off-site retreat for senior staff.
• Built consensus around a vision for the institution’s future direction.
• Selected priority projects and assigned responsibility for their execution.
• Developed a concise matrix of quantifiable institution-wide measures of success to chart progress each year.