---
title: Yönetici Strateji Retreat'i: 18 Kişilik Danışmanlık Ekibi
url: https://kurumsalgeziler.com/vaka-analizleri/consultancy-leadership-strategy-retreat
description: A retreat built for a leadership team's annual strategy work. The decisive choice was that the team genuinely disconnected from work.
---

** Müşterilerimizin adını yayımlamıyoruz. Bu anlatım sektör, ekip ölçeği ve program kurgusu üzerinden aktarılmıştır; kurumu tanımlayacak ayrıntı içermez. A retreat built for a leadership team's annual strategy work. The decisive choice was that the team genuinely disconnected from work. ## What was the problem in front of the company? The leadership team ran a two-day strategy session every year; but it took place in the city, at a hotel 20 minutes from the office. A good number of participants were returning to the office during breaks, and phone traffic never stopped. The managing director put it like this: **"We set aside two days but we can actually think for four hours."** The problem was not the density of the agenda but that the team could not detach from operations. ## How was the programme built? For a retreat to work, the distance had to be physical. The location was chosen so that returning to the city for the day was practically impossible. - **Digital detox was applied as a rule.** Phones were collected during working sessions; a single contact channel was defined for emergencies and announced to the office. A rule that is not announced cannot be applied.
- **Sessions were capped at 90 minutes** and breaks kept at 45. Long breaks are not lost time; decision discussions most often mature outside the session.
- **At most two sessions per day** were planned. A third session drops in productivity, and the team sacrifices quality in order to finish the agenda. ## How was cover arranged? The most critical preparation was not the location but the cover arrangement that would run operations for three days. Who would stand in for each manager, and with what decision authority, was defined in writing two weeks before the programme. Without that, the digital detox rule collapses within the first half-day. ## What was the result? Four working sessions were completed across three days and the annual strategy document came out in draft on the last day of the programme. In previous years that document had been finished weeks after the retreat. What stood out in the managing director's review was that the output was clearer despite there being fewer sessions. The team put the same format on the calendar for the following year. ## What is the general lesson from this case? On retreat programmes the decisive variable is not the agenda but **disconnection**. A retreat set up within returning distance of the office is not a retreat, it is a long meeting. ## Bu vakaya dair sık sorulanlar ### Can a retreat be held inside the city? It can, but it will not be a retreat. A programme set up within returning distance of the office is a long meeting. In this case the location was chosen so that returning for the day was practically impossible. ### Can a digital detox really be enforced? Only on two conditions: the rule is announced in advance, and the cover arrangement is set out in writing. When who stands in for each manager and with what authority is not defined, the rule collapses within the first half-day. ### How many working sessions should be planned per day? Two at most. A third session drops in productivity and the team sacrifices output quality to finish the agenda. In this case four sessions across three days produced a draft strategy document on the final day. ### Why are breaks kept long? Decision discussions usually mature in the breaks rather than inside the session. Forty-five-minute breaks are not lost time; they are the working part of the programme. ## Bu kurguya uygun programlar - [Corporate Retreat Camp](https://kurumsalgeziler.com/tur/executive-strategic-retreat-camp)
- [Corporate Detox Camp](https://kurumsalgeziler.com/tur/corporate-digital-detox-nature-balance-camp)
- [Corporate Breathwork Camp](https://kurumsalgeziler.com/tur/corporate-breathwork-and-vitality-camp) ## Benzer vakalar - [Target-linked incentive programme for a 100-person sales team in financial services](https://kurumsalgeziler.com/vaka-analizleri/finance-sales-team-cappadocia-incentive) Financial services
- [Motivation event for a 400-person shift-based team at a manufacturing plant](https://kurumsalgeziler.com/vaka-analizleri/manufacturing-shift-team-motivation-event) Manufacturing
- [Annual gathering for a 60-person remote team at a technology company](https://kurumsalgeziler.com/vaka-analizleri/technology-remote-team-annual-gathering) Technology
- [Dealer gathering on a gastronomy route for 70 dealer representatives at a retail chain](https://kurumsalgeziler.com/vaka-analizleri/retail-dealer-meeting-gastronomy-route) Retail
- [Republic Day programme for a multi-site team at a logistics company](https://kurumsalgeziler.com/vaka-analizleri/logistics-multi-site-republic-day-programme) Logistics 18 Participants 3 days Programme length 4 Working sessions 6 weeks Planning time Sektör Consultancy Ekip ölçeği 15-20 people Format Company retreat programme Lokasyon Aegean coast Süre 3 days, 2 nights Planlama süresi 6 weeks [Benzer bir program için teklif alın](https://kurumsalgeziler.com/tur-talebi)  **

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