Case Study

The challenge

A global technology company’s professional services organization was in the midst of a significant transformation, pivoting its core business to align with a major strategic shift in the company’s direction. A dedicated strategy team had developed recommendations spanning organizational change, process improvements, and a multi-phase technology roadmap. Despite strong progress, the broader leadership team had not been brought along on the journey, creating friction that was slowing momentum.

The global head of professional services recognized the need to bring his entire worldwide leadership team together to build genuine buy-in, surface concerns, and commit to a shared path forward. This was the first time the team had been together in person in over three years, and the first meeting in person for many of them.

The stakes were high: “This is our most important meeting of the year.”

The approach

Patrick and his partner designed and facilitated an executive alignment workshop for the global leadership team, including twelve leaders from the U.S., Australia, Singapore, and the Netherlands, including the organization’s Chief Customer Success Officer.

Preparation was extensive: Patrick and his partner conducted pre-workshop interviews with all participants, analyzed existing strategy documents, and co-developed the agenda with the client to ensure the framework was tailored to work already completed rather than starting from scratch. A custom workshop environment was created to signal the importance of the session and establish a tone distinct from a standard offsite.

The workshop used a structured executive alignment framework built around four core objectives: establishing a shared case for change, building a compelling and co-owned end-state vision, aligning on critical organizational decisions, and committing to a strategic roadmap with specific next steps. Patrick drafted a 3-page full vision narrative based on the team’s Day 1 work, which was read back to the group on Day 2 as a catalyst for refinement and commitment.

The outcome

“We achieved more in two days than we have all year.”

In two days of facilitated sessions, the team produced a comprehensive current-state assessment, a shared and inspiring end-state vision, unanimous agreement on a critical organizational structure decision, a strategic roadmap, and a commitment to a change management and communications program.

For a team that had not been in the same room in over three years, the shift from friction and lack of buy-in to a shared commitment was the real result.