Corporate Awaydays

Corporate Awaydays

The objectives of a Corporate Awayday might include:

  • Consider changes in the market, customers, technologies
  • Developing or ratifying the strategic direction of the business
  • Reviewing the year to strengthen plans and policies
  • Recalibration of priorities
  • Make some big investment decisions such as acquisitions, new product and service developments, new branches or offices
  • Work through differences of view that may have been holding the Board back
  • Evaluate itself (the board), the Chair, the CEO


How do Facilitated Corporate Awaydays work?

A facilitated Corporate Awayday or Strategic Offsite allows the Chair to fully immerse him or herself in the content rather than worry about running the meeting.

A facilitated session has a different tone and feel to normal Board Meetings.  Depth of consideration and more exploratory conversations are encouraged.



Design of a Corporate Awayday/Offsite

Methods we use in Corporate Awaydays include:

  • Collaborative performance review – where participants rate performance of functions and discuss constructive suggestions for improvement
  • Governance Review – how well have you as a Board fulfilled your Governance Role?
  • Priorities – getting aligned and injecting urgency in issues as required
  • Investment allocation – we have an interesting way to help you prioritise these
  • Guidance to the CEO – constructive suggestions and ideas for things the Board would like to see in the future
  • The Future – a session to think about fundamental developments in the business’ operating context – the market(s) and the macro environment
  • Strategic Variables – a method for defining the drivers of future opportunities and risks
  • SWOT analysis – a very useful summary tool enabling the Board to define impact, mitigations and exploitations
  • Risk review – we ask questions in a provocative way to help the Board identify likely risks and work out how to manage them
  • Innovations – a brainstorming session to identify opportunities for innovation and set expectations for the organisation to progress them


Examples of Corporate Awaydays we have run

Here are some of the Board/Senior Management sessions we have provided:

  • 5-year strategic planning priorities and theme setting
  • Developing a Performance Management Dashboard and information system
  • Improvement to relationships and interactions among fractious Board Members
  • Annual Business Plan direction and expectations setting
  • Facilitation of Management Teams coming together in an 8-way merger to redesign the product/service portfolio
  • Resetting a relationship between Directors in a merged company
  • Development of a new governance process and structure
  • Development of a new structure for large not-for-profit group with multiple Boards
  • Evaluation of a Board through observation, one-to-one reviews
  • Negotiation of a demerger to Heads of Terms level
  • Evaluation of strategic options
  • Development of a risk register and risk management process
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