In the age of remote and hybrid work, are in-person strategic planning offsites worth the investment when leadership teams are already adapted to virtual collaboration?

I've been part of Strategic planning both internally and externally and without a doubt, these are best held in-person and not remote. There is so much value with the interactions and sharing that takes place, especially in a cross-team setting. Some key elements I've had success with;
- Transparency and confidentiality. If you don't have candor and/or people don't feel what they say stays in the room, you aren't going to get engagement.
- Make it a workshop format with an agenda that includes everyone. There's mention in this thread regarding listening to presentations all day is boring. I couldn't agree more.
- Participation, I always ensure most people have a role to play in presenting - no wallflowers
- Have a strong facilitator that's prepared to shift the agenda to meet everyone's needs. There isn't one of these that I've done that didn't require adjusting the agenda and some cases, I've changed the whole approach.
- Have some fun with it....we have a number of different 'ice breaker' sessions that I use when we need brainstorming.... Mix and Mash, This is not a rope etc. These are good at getting people to relax and you can't do these remotely

Hope this helps the conversation.
Robin

I think an effective off-site (on-site) that is authentic (not over-the-top, forced, off-brand, fake) nurtures a sense of belonging and community. This is an essential ingredient to energize delivery towards outcomes, not just tasks. If team members feel they are delivering for something they belong to (not for someone else), they are more likely to collaborate, be creative, expend discretionary energy and passion, take risks together etc. Organic networks are also more easily built in person and often more effective at getting things done and enabling the toughest transformations than org structures and job descriptions. If the in-person session is just sitting in a conference room listening to presentations and directives, I don't think it is worth it at all. If it is only a round-table planning and problem solving setting - maybe. But if it is set up to also nurture the more human side of us - absolutely.

To the extent that "collaboration" is focused on executing on clearly defined efforts, with clearly defined goals, in teams that have clearly defined roles; there is little need for in-person planning. However, I've never seen an organization with projects, goals, teams, and roles like that. When things are unclear or strategies are being formed, TRUST is what allows for speed in the absense of clarity. If 'trust' sounds too moralistic, then consider 'confidence' or 'preditability'. Humans are simply wired to build trust/confidence in a face-to-face setting, with all the nuance of voice-inflection, body language, physical spacing, etc.
Building trust is not just so we all feel good; but so teams and whole organizations can move quickly without all the friction which comes with mistrust.

On-site/In-person is a big key to success. When it comes to strategic planning, when everyone is together, questions and issues can be handled immediately. If you are a leader, you will have a better chance at catching issues sooner rather than later. Body language and tone during this in-person meeting can be handled quickly. Also, you would have the ability to take any issues offline (to a different conference room to discuss).

While remote collaboration can be effective, and in many cases necessary due to geography or budget, I’ve found that in-person sessions consistently deliver stronger outcomes. It’s easier for people to disengage virtually, and much of the nuance in body language, tone, and energy is lost online. Breakout discussions are more dynamic in person, and the informal conversations that naturally happen during breaks, meals, or hallway chats simply don’t translate over Zoom. Virtual planning can work, but I’ve yet to see it match the depth, focus, and creativity that comes from gathering in person. When feasible and cost-effective, I’d choose in-person for strategic planning every time.