Why developing strategy is something that should be done with the whole system

Hi there,

I want to talk about developing self-management within your organization. No better place to start than at the beginning: strategy.

In my job, I have the pleasure to talk to a lot of managers and CEOs. Usually, they have a pretty good idea of where to go with the organization. The strategy has been well thought over and thorough analyses have been made. “There is no doubt about what has to be done to secure the continuity of the organization”, so these managers and CEOs tell me. “BUT”, and then invariably, one off the following arguments is made:

• “The majority of the employees in this company just does not understand the absolute necessity of this strategic plan. They have no connection with the complexity and dynamics of our business. I think we have to communicate about this more.”

• “Our employees don’t seem to find the strategy compelling. Maybe if we create the opportunity for them to give some feedback on it and maybe make some minor adjustments, they’ll identify with it more.”

• “Middle management is just not doing a good enough job on the implementation. We need to instruct them better. Maybe we can set up a training for them.”

In short, where people really should be collectively shifting gears and actually start moving, nothing is happening. The question that is raised here is: "How can you facilitate collective engagement and action towards a common goal?"

Honestly, I don’t think it can be done unless you allow people to

• connect with each other on what’s at stake

• see and understand the complexity and dynamics of their business

• have a real say in the matter.

I think organizations would benefit a lot from inviting as many people as possible in strategic development meetings. What I mean to say is that there is a lot to be gained from involving the larger system (employees, customers, external partners, providers, etc.) in strategic development.

The reasons are obvious:

• Strategy will be of better quality since you integrate different perspectives

• Everyone will have bought into it because he or she helped create it, ensuring self-management on a company level

• Having a collective strategic development meeting is a step towards building shared leadership and co-creation into the DNA of the organization. This last element is a must if you want to stay relevant as an organization.

Here are some tips to open your mind to co-creation:

1. Let go of the illusion that the management perspective is the only one when it comes to developing strategy

2. Accept the idea that everything is connected to everything and that control is an illusion

3. Adopt the principles of co-creation as a way to organize meetings within your organization.

Building strategy with the whole system is a recipe for relevance as an organization and commitment from all stakeholders.

Easier said than done? Maybe. Check out our book “Cocreation is ... , 13 Myths debunked" (Lannoo Campus). For more details please contact Lesley.Vanleke@VanlekeAdvies.be or call +32 478 51 96 66