When the real outcome wasn’t the strategic plan, but the way it was built
Agaleus was embarking on the development of its new strategic plan at a pivotal moment for the group. Beyond defining priorities for the coming years, the organisation wanted to use the opportunity to engage the people who would play a key role in its future and continue evolving towards a more participative and collaborative way of working.
The challenge
The Agaleus Group, made up of five companies, had developed several strategic plans throughout its history.
However, the changes experienced in recent years, together with the challenges ahead, called for a different approach to this new strategic cycle.
The objective was not simply to define a clear roadmap for the coming years. The group also wanted to strengthen alignment among its leadership, encourage greater ownership of the strategy’s implementation and continue building a culture where important decisions are developed collectively rather than individually.
Actions
We designed and facilitated a participative strategic reflection process that included:
- Creating a steering team to lead and shape the process
- Three workshops involving all managers and leaders across the organisation
- Seven steering team meetings to turn ideas into concrete proposals
- A shared diagnosis of the current situation and future challenges
- Reviewing the organisation’s mission, vision and values
- Collaboratively defining the main strategic priorities and action lines
- Refining proposals across different organisational levels and business areas to enrich the discussion and build commitment
- Designing a visual representation of the strategic plan to support understanding and implementation
Manahmana’s contribution
Our role went far beyond facilitating workshops. We designed a process that combined strategic thinking, participation and commitment-building.
We created the conditions for people with different responsibilities and perspectives to reflect together on the future of the group, enabling conversations that rarely happen in day-to-day work.
We provided the structure and methodology needed to transform shared ideas and concerns into a clear strategic roadmap while maintaining a high level of participation and engagement throughout the process.
Along the way, we also supported the organisation in discovering something beyond strategy itself: the value of building important decisions together.
Results
- Strategic Plan 2026–2029 developed through a participative process
- 25 managers and leaders actively involved throughout the project
- Stronger alignment across the group’s five companies
- Shared prioritisation of the main strategic challenges and action lines
- Greater understanding of and commitment to implementing the strategy
- Stronger relationships and collaboration among participants
- A more participative and collaborative way of working
- New opportunities identified to further strengthen participation and organisational culture
The impact of the process went beyond the strategic plan itself. Participants valued the experience highly, and it opened the door to incorporating participative approaches into future projects and organisational initiatives.
