This phase will be complete when:

• Goals and principles supporting the strategy for getting there are clearly laid out.
• The scope has been determined relative to the total organization vis-à-vis division segmentation.
• There is a road map and detailed plan for the early steps.
• The executive team owns the plan and is committed to play an active part, leading by example.

These first three retreats would address the areas to consider in the overall plan and help participants see the bigger picture of integrating them all into a sound plan. The philosophy espoused in these retreats will make the task seem far less overwhelming.

The list below is once again by Clemmer (from Pathways to Performance) and shows a road map by someone who has "been there."

______	Clear and compelling reasons for changing and improving
______	Balanced focus on people, management and technology
______	Strong ethic of self-determination
______	Comprehensive and balanced improvement model
______	Clear and compelling picture of your preferred future
______	Three or four core values
______	Definitive statement of purpose, business you're in, or why you exist
______	Rich and continuous customer/partner performance gap data
______	Intense exploring and searching for new markets and customers
______	High levels of experimentation, pilots, and clumsy tries
______	Robust process for disseminating team and organization learning
______	Three to four strategic imperatives for each annual improvement cycle
______	Direct links between all improvement activities and strategic imperatives
______	Comprehensive and balanced improvement plan
______	Improvement planning structure, process, and discipline
______	Well-designed, proven approach to process management
______	Clear understanding of the preferred types and focus of all teams
______	Well-trained team leaders and members
______	Intense levels of technical, management, and leadership skill development
______	Simple customer/partner, innovation, capabilities, improvement, and financial measurements
______	Active feedback loops that foster learning and improvement
______	Flat, decentralized, and team-based organization structure
______	Systems that serve and support customers and partners
______	Extensive and continuous education programs
______	Effective communication strategies, systems and practices
______	Partner-designed reward and recognition programs within a vibrant appreciation culture
______	Strong development of change champions
______	Support for local initiatives
______	Annual progress reviews and improvement assessments
______	Frequent celebrations of major breakthroughs and small wins
______	Annual refocus and planning for the next year's improvement cycle

We're not quite ready for this

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Reprinted with permission of The CLEMMER Group and Jim Clemmer (www.clemmer.net/speaking/speakjim.shtml). Jim is a best-selling author, keynote speaker, and workshop/retreat leader. Over 200 or his columns and articles are available at www.clemmer.net/articles.shtml. The CLEMMER Group (www.clemmer.net) is a management consulting firm specializing in organization, team, and personal transformation. The firm provides strategic consulting, performance assessments, improvement/implementation planning, action-based learning workshops, and executive coaching to accelerate organization improvement.