LEADERSHIP ALIGNMENT & STRATEGIC PLANNING

▶ Co-Creating a Shared Direction

Hewlett-Packard | Costa Rica

The Challenge

A cross-functional group of leaders needed greater clarity around future direction, strategic priorities, and what success should look like. The challenge was not a lack of ideas. It was creating enough shared understanding across functions to turn different perspectives into a direction people could recognize, support, and carry forward together.

The Approach

As part of a graduate consulting team, I helped design and facilitate a co-creation process grounded in Appreciative Inquiry. We convened leaders across functions to surface strengths, explore aspirations, identify priorities, and translate the conversation into concrete strategic language.

Rather than arrive with a prewritten answer, we structured the work so participants could make sense of the organization together and co-create vision statements, strategic goals, and success measures. The process emphasized listening, participation, and ownership—not simply agreement in the room.

The Outcome

The engagement produced a shared strategic foundation: clearer priorities, co-created vision language, strategic goals, and practical measures of success.

Just as important, the process gave leaders shared language for the work ahead and greater ownership of the direction they had shaped together.