Executive offsite · Stryke Consulting
An executive offsite that turns your strategy into execution
You have a strategy. The question on the table is how your executive team executes it. Two or three days away from the office become three to five priorities with owners, a 90-day plan and the operating rhythm that keeps it alive.
Get in touchSee the six stepsWhat your team leaves with
Why a facilitator
What an executive offsite facilitator has to deliver
Whoever runs the meeting cannot fully take part in it. With two facilitators in the room, the CEO and every leader can focus on the content, and the offsite ends with decisions rather than a list of topics to discuss again.
The CEO takes part
Agenda, time and energy are handled. Your executive team works on the strategy instead of steering the meeting.
Decisions, with trade-offs
Three to five priorities means saying no to the rest. We make those trade-offs explicit and get them decided in the room.
Neutral on politics, firm on time
Every voice is heard, every discussion is closed. Outside facilitators ask the questions that are hard to ask from inside the team.
The process on one page
The executive offsite in six steps
Day 1 builds an honest, shared picture. Day 2 turns it into the critical few with owners and OKRs. Day 3 sets the rhythm that keeps execution alive.
Prep session
Your strategy, your numbers and the decisions the offsite must make
Face the status quo
The strategy as written and as lived: what is on track, where execution stalls
Name the gap
Twelve months from now, seen through Three Horizons: the themes for Day 2
Pick the critical few
Three to five priorities with explicit trade-offs, plus a stop list
Owners and OKRs
One owner, two to three key results and first steps for every priority
Set the rhythm
Monthly check-in, quarterly review, decision rights and escalation
Commit and launch
The 90-day plan on one page and the message to the organisation
Keep the momentum
On request we facilitate the check-ins and the first reset
Two-day option: steps 5 and 6 close Day 2 in compact form.
Who you work with
Two partners, one in the lead and one challenging
One of us runs the process, the other works the content with your team. Both have sat on the client side of strategy and on the facilitator side of more than a thousand workshops.
Joern Steinz
Partner · Strategy execution and OKRs
Facilitating leadership teams since 2014, more than 60 OKR engagements and over 1.000 workshops. Formerly a consultant at Accenture and in corporate development at XING. MBA, EADA Business School Barcelona.
Oliver Pasdzior
Partner · Strategy and leadership
Over 15 years in corporate development and strategy execution, formerly an executive at major corporations. Leads growth, efficiency and change initiatives with analytical clarity and a pragmatic feel for the people side.
Strategy offsites and workshops we have facilitated for the leadership teams of
Further clients
Questions
Questions about the executive offsite
How long should an executive offsite on strategy execution be?
Two days are the minimum for an executive team of 8 to 15 people: one day for an honest, shared picture of where execution stands, one day for the critical few priorities with owners. A third day is worth it when the operating rhythm is new to the team: who steers what, how often, and how decisions get unblocked.
How is this different from the strategy offsite?
The strategy offsite answers where we play and how we win. The executive offsite starts from a strategy you already have and answers how we execute it: the critical few, owners, a 90-day plan and the rhythm that keeps it alive.
Do we need experience with OKRs?
No. OKRs are explained in plain words on Day 2: the objective is the priority, the key results are two to three measurable signs that you are getting there. Executive teams pick this up within an hour.
Who facilitates?
Two partners: one runs the process, the other works the content with your team. Both are senior; neither is a junior with a slide deck.
Where does the offsite take place?
At a venue of your choice. We are based in Hamburg and come to wherever your team meets, in English or German.
What do we leave with?
Three to five priorities as OKRs with owners and first steps, explicit decisions on what you stop, a 90-day plan on one page and the first check-in already in the calendar.
Three Horizons is the framework by Baghai, Coley and White (McKinsey & Company, 1999). Stryke Consulting is not affiliated with McKinsey & Company or the authors. OKR stands for Objectives and Key Results.
Next step
Let’s plan your executive offsite
In 30 minutes we find out whether two or three days fit your team, and which dates work.
Write to ushello@stryke-consulting.com · 0049 175 566 4329 · Hamburg