# 1.4.1 Our history with working on strategy

In euforia's first years of life, strategy was mostly led and pushed by our dear Jeronimo who was indeed extremely talented & brilliant in doing strategic work. The team would participate in the discussions (we never had a 'one person decides it all' way of working) but in the end not everyone in the team would feel ownership to think ahead together. Since 2015 however we have seen the limits of having only one person pushing for "doing" strategy and we have moved towards using the collective intelligence of our team to deal with strategic questions on a quarterly and annual basis. That has proven to be a major shift in the way euforia works. Our whole team clarified our values, our why (mission and BHAG - big hairy audacious goal - a 15 years lookout), our SHAG (small hairy audacious goal - 5 years vision) and we fixed yearly GURU (the ideal) and BABY (the minimum) objectives for the year. This was based on the [Rockefeller habits](https://blog.growthinstitute.com/scale-up-blueprint/opsp-one-page-strategic-plan).&#x20;

This process gave at the time a great feeling of direction and alignment. It also crystallised the values that are at the heart of euforia. However, after a couple of years using this system, we found out that our BHAG, SHAG, GURU yearly objectives were creating more stress than inspiration or value.This tension brought us to decide to stop coming up with yearly GURU / BABY objectives for euforia and to abandon our long term goals.

This was the last step in our organisation evolution towards better listening to our evolutionary purpose.
