The best strategy in the world isn’t a good strategy unless it can be communicated and executed. Although the CEO is responsible for leading the strategy development process, and the Board has ultimate fiduciary responsibility for determining strategic direction, an organization is missing an opportunity if it doesn’t engage the entire staff in the development of strategy.
Engaging the receptionist in the process is laying the seeds for strategic communication and strategy execution. But, this involvement does so much more by:
The bigger takeaway here is that when developing strategies, whether they are organizational strategies, issues management strategies or problem-solving strategies, significant strategic thought must be given to who we should have “on the bus” and at what stop they board.
Who do you engage in strategy development and what criteria do you use for selecting the strategy development team?
About the Author
Robert Nelson, a Certified Association Executive (CAE), brings over a quarter-century of successful executive leadership experience, working with Boards and high-powered CEOs in a not-for-profit setting. He is the founder of Nelson Strategic Consulting and brings hands-on experience guiding and facilitating the design of strategy development processes and think tanks. His focus on organizational strategies and strategic solutions to complex organizational and global grand challenges for national as well as international organizations.
Contact Robert through his website, or learn more about Nelson Strategic Consulting at www.nscstrategies.com.