Getting engaged: an inclusive approach to strategy development

Abstract

Purpose – To share with your readership a new approach to engaging an organization in strategy development while also aligning the strategy with the desired culture. Design/methodology/approach – The approach involves the use of multiple cross‐functional and cross‐organizational teams at all levels to collaboratively tackle the task of strategy development, including definition and launch of efforts to create a winning culture aligned with the strategy being developed. Findings – Fully engaging a cross section of the organization (rather than delegating it to internal heads of strategic planning or outside consultants) increases buy‐in and support for the strategy as well as understanding of the strategy and the strategic context. Utilizing a variety of alternative scenarios in strategy development helps in creating winning strategies under conditions of uncertainty. And coupling the development of strategy with the launch of initiatives that begin building elements of a “winning culture” helps create a strategy tailored to an environment that itself becomes a sourced of sustainable competitive advantage. Practical implications – While the task of developing a strategy while undergoing the beginnings of a cultural change process is challenging, the level of buy‐in, understanding, support, and sustainability of the strategy makes the effort worthwhile and the strategy both implementable and advantaged. Originality/value – Recognizing the power of a strategy developed by an organization (rather than delivered in final form to the organization) and a strategy that is grounded on the goal of creating and sustaining a winning culture will allow organizations to design and implement truly winning strategies.

Citation

Calfee, D. (2006), "Getting engaged: an inclusive approach to strategy development", Handbook of Business Strategy, Vol. 7 No. 1, pp. 229-234. https://doi.org/10.1108/10775730610618864