2-Day Strategy Offsite for Senior Leaders @ a Leading Infra Conglomerate

The

Challenge

A leading Indian infra-tech major was grooming a strong pipeline of L2 leaders. However, a pressing need had emerged: while technically sound, many of these senior leaders lacked the ability to connect their functional expertise with broader business and strategic goals.

Thus, the mandate from the L&D team was clear: “Help our senior leaders think commercially, anticipate change, and contribute meaningfully to cross-functional strategy execution.”

The

Intervention

GlobalGyan Leadership Academy partnered with the organization to design and facilitate a high-impact 2-day learning intervention, delivered across two batches in Mumbai. The program combined scenario-based discussions, group activities, and structured frameworks to drive strategic awareness and commercial alignment.

The sessions were preceded by 3 hours of self-paced pre-work that ensured all participants came prepared with foundational knowledge and reflections.

2-Day

Workshop

35+

Participants

Senior

Leaders

Scenario-Based

Discussions

Key Themes

Covered

Building Strategic Awareness

Participants developed a broader view of their organization’s direction by connecting macro trends, business priorities, and internal performance metrics. This helped them move beyond functional silos and appreciate the bigger picture of value creation across the organization.

Thinking Like Enterprise Leaders

The sessions emphasized the mindset shift from task execution to strategic ownership. Participants explored what it means to think like a business owner; making decisions that balance long-term impact, commercial viability, and stakeholder alignment.

Strengthening Commercial Acumen

Using practical frameworks, leaders assessed cost structures, profitability levers, and business trade-offs. They were introduced to tools for cost-benefit analysis, scenario planning, and value-based decision-making that enabled sharper commercial thinking in daily operations.

Linking Strategy with Execution

Through guided case discussions and group activities, participants learned how to cascade strategic objectives into actionable goals. Emphasis was placed on aligning people, processes, and metrics to drive tangible outcomes while anticipating execution roadblocks.

Customer-Centric Decision-Making

Participants explored ways to shift from transactional client interactions to value-added partnerships. By understanding client needs more deeply, they identified how functional teams could contribute to long-term customer success and trust.

Enabling Cross-Functional Thinking

Participants engaged in collaborative simulations that required them to navigate complex decisions across multiple functions. This encouraged systems thinking and helped them appreciate the interdependencies between teams, resources, and goals.

Spotlight On

Case Studies

The workshop included rich discussions around industry case studies that brought strategic concepts to life. These real-world examples, drawn from diverse sectors, helped participants evaluate business decisions through multiple lenses—strategy, profitability, customer orientation, and execution.

A Leading Aviation Brand Rethought Operational Strategy for Market Leadership

This case explored how a budget airline disrupted the market by prioritizing cost discipline, standardisation, and on-time performance. Participants reflected on how consistent execution, backed by sharp customer insight, enabled sustained profitability in a commoditized industry.

How A Global IT Services Company Differentiated in a Crowded Market

Through the lens of a professional services firm, participants analysed what it takes to stand out when cost is no longer the differentiator. The discussion focused on value propositions, branding, and the power of operational excellence as a strategic advantage.

A Public Sector Transformation Project Aimed at Delivering Certainty at Scale

This case highlighted the transformation of a complex public service through digital innovation, stakeholder collaboration, and process redesign. Participants debated the challenges of execution in high-stakes environments and the importance of trust and accountability in delivery.

When Blue Ocean Turned Murky for a Mass-Market Automotive Innovation

An ambitious low-cost product intended to revolutionise mobility instead struggled with perception and adoption. Participants examined why strategic innovation sometimes fails—not because of product design, but due to misalignment with customer behaviour, positioning, and market dynamics.

The

Impact

Throughout this immersive two-day offsite, participants shifted from function-specific execution to enterprise-level strategic thinking. The impact was visible in how leaders approached profitability, aligned decisions across functions, and strengthened their commercial lens, laying the foundation for stronger business ownership and cross-functional influence.

Strategic Ownership Mindset

Participants demonstrated a visible shift in thinking, from operational focus to enterprise leadership. They began to evaluate business decisions through the lens of long-term impact, stakeholder value, and organisational alignment.

Cross-Functional Alignment

The program helped build a shared understanding of strategic priorities across business units. Participants engaged in collaborative exercises that enhanced alignment between diverse functions like Projects, Procurement, Finance, and BD, enabling faster, more cohesive decision-making.

Enhanced Commercial Acumen

Leaders walked away with greater comfort in applying business metrics, analysing cost-profitability trade-offs, and framing commercially sound decisions that balanced value creation with execution realities.

Confident Strategic Conversations

Participants reported increased confidence in contributing to high-stakes discussions, influencing decisions beyond their domain, and articulating business proposals with clarity and conviction to senior stakeholders.