Inclusive vs. isolated Strategy Work

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90% of Strategy work is done wrong. We all know the results: “We don’t have a strategy.”, “We don’t know our strategy!”, “I don’t know how my work is connected to the strategy.” “The strategy seems random, reactive.”.

These Statements are results of strategy practices that are executed by just a few in a siloed approach. The knowledge of a company wide sensor system are ignored or not understood. Hint: the knowledge is at the outskirts of the company, in the value creating teams, even though it might not yet be aligned or analyzed.

The stragies are then worked out in clean room conditions. And after the fact, Communication in a company context and vocabulary does not happen (weil: maybe once).

Finally, the result of strategy work will be a plan to be executed. But now a Realistin view on the plan is not welcome and continuous adaption of the precious plan is not happening. Worse: Voices who know about the futility of the plan are silenced.

I know I know, these might be a worst case scenario for didactic reasons. But I want you to be aware of the underlying principles behind. And let’s be fully aware that none of this happens out of bad intent! It’s just the natural way when hard education on these matters is missing.

The other way is an inclusive way of doing strategy which is embedded deeply into the companies work and organizational rhythm. Here input to strategy, the work on the strategy as well as the results and the execution are regularly integrated n a high cadence into how the company works. The litmus test: is strategy done by rare “events” like offsets with few “important” participants or embedded into work by having frequent work session with relatively many participants? Guess my bias!

Here an overview of some main differentiators between isolated and inclusive strategy. Enjoy!

Eigenschaften inklusiver Strategie

Properties of inclusive strategy


Properties of inclusive strategy (2)

Eigenschaften inklusiver Strategie (3)

Properties of inclusive strategy (3)

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