Strategy That Sticks

The place were strategy is typically born and raised. Photo credit: Christina @ wocintechcnat.com via Unsplash

My article last week, The Evolution of Culture and What Happens Next, was about culture, as you might have guessed from the title. As I was putting it together, there was a question on my mind I didn’t address:

Can you mandate culture?

As culture is defined by shared beliefs, values, and behaviors, it’s difficult to force. Even in prison, guards and inmates shape the culture as much as policies and rules from above.

Let’s apply the question to strategy. Can one mandate strategy? Can the C-suite and board decide strategy in an offsite retreat and impose it on the company?

Sure; it happens all the time. But it doesn’t necessarily mean everyone will embrace it and the strategy actually takes hold.

Strategy, like culture, works best with shared understanding. Stakeholders should see themselves in it. They should feel incentivized and empowered to take ownership.

If their commitment is driven solely by a paycheck, you get compliance. Perhaps you want more than that.

Every stakeholder – employees, suppliers, customers, etc. – should have input into the strategy. That doesn’t mean they all get invited to the offsite (there’s not enough sticky notes and snacks for that), but over the course of time they should all be asked for input.

Ask them what they see as challenges and objectives. Ask what’s going well and what needs work. Tell them what you’re thinking and get honest feedback.

This surfaces information that isn’t in your dashboard. It provides an unfiltered view of what is and could be, leading to better strategy.

Once the strategy is announced, the stakeholders should recognize their part. It should feel like co-creation rather than a pronouncement from on high. This doesn’t mean they get everything they want, but they should feel heard and valued. That goes a long way towards effectively implementing whatever strategy you come up with.