Core Viewpoint - The article discusses the importance of strategic co-creation meetings in organizations, highlighting common misconceptions and outlining steps for conducting successful meetings to achieve strategic alignment and consensus [5][15][46]. Group 1: Common Misconceptions - Misconception 1: Confusing strategic co-creation meetings with goal-setting meetings, where numerical targets are mistaken for strategy [7][9]. - Misconception 2: Treating strategic co-creation meetings as dissemination meetings, where the leader presents a pre-made strategy without team involvement [10]. - Misconception 3: Conducting meetings as brainstorming sessions, leading to a lack of clear conclusions and wasted resources [11]. - Misconception 4: Holding meetings as departmental summary sessions, resulting in a lack of cross-departmental collaboration and strategic coherence [12][13]. - Misconception 5: Transforming meetings into methodology discussion sessions, focusing on tools rather than the overall strategic direction [14][15]. Group 2: Successful Strategic Co-Creation Meeting - A successful strategic co-creation meeting aims to achieve three unifications: unified thought, unified direction, and unified approach [16][17]. - The meeting should yield both explicit and implicit outcomes, with explicit outcomes including a clear vision, mission, and strategic focus, while implicit outcomes enhance the strategic thinking capabilities of the core team [18][22]. Group 3: Steps to Conduct a Successful Meeting - Pre-meeting preparation is crucial, involving internal and external research, organizational diagnosis, and forming a strategic forecast [27][29]. - The design of the meeting should include a structured agenda, typically spanning two to three days, with a focus on strategic direction and implementation [31][32]. - An opening session, referred to as a "naked heart meeting," is recommended to build trust among participants [34]. - The strategic direction should be identified using a "three-in-one diagram," which considers what the organization wants to do, what it can do, and what it is capable of doing [36][41]. - Finally, the strategic decoding and implementation phase involves breaking down the macro strategy into specific actions and ensuring alignment across departments [43][45].