In 2010, University of Tennessee Extension conducted a strategic planning effort focused on the subsequent 10 years. The process involved approximately 3,000 Tennesseans in online surveys, area meetings, opinion polling, and focus group sessions. This article describes the process, tools, and outcomes--which included a comprehensive strategic plan. Yet the strategic planning process itself produced unintended outcomes, specifically professional development opportunities, greater awareness of Extension among state government stakeholders, and continuity in the pursuit of strategic goals despite administrative change. The major implication for Cooperative Extension organizations is that attention to the potential of these unintended outcomes can enhance strategic planning.