The nations' leading designer and producer of "wayfinding" signage had too much of a good thing. Sure, the company was growing, being hired to create directional signage systems for the largest corporations and cities in the United States. But growing to what end? Some employees saw growth as an avenue to larger problems and a loss of cohesion, while others worried about new markets and opportunities. The Intelligence Agency crystallized the issues, opened communications through individual and group interviews, and developed a clear set of aspirations, obstacles, and opportunities. Then cross-functional teams were created, each tasked with an obstacle or opportunity. Within six weeks, the entire staff was aligned toward a common, motivating goal. A year later, the client reports the process led by The Agency is still in place, and still driving breakthrough thinking and results.