Research shows that 95% of employees are unaware of, or do not understand, their company’s strategy.
No better, only 21% of board members say they understand the company’s strategy.
If you think this describes your organization, read on. I’ll show you the best way to engage your team in building an effective organizational strategy in four steps covered in four short articles.
Be assured that organizations that don’t know how to build and communicate an effective strategy eventually fail, losing to companies that are better able to evaluate their environment and make important choices.
An effective strategy is one that aligns the company behind one or more goals, focuses the team on a small number of things they must get right to win and motivates and engages all stakeholders to innovate to achieve it.
Many organizations feel like they have a strategy when they don’t. More on that later…
In this and the next three posts we’ll cover four key steps to get you there:
1. Creating a worldview. Setting a contextual overview with your team that comprehends the company’s environment and brings the “why now?” forward, painting the canvas for the strategy and choices you make.
2. Setting your strategic goal and playing field. Identifying your strategic objective and your field of play to clearly delineate where you play.
3. Defining strategic plays. Strategy is about making choices of what to do and not do to win. A simple exercise will get your entire team involved in that process and develop organizational focus.
4. Increasing your clockspeed. Because strategies are meant to be active, I’ll show you how to track and manage your strategy and performance and accelerate the clockspeed at which you accomplish your goals.
Step One: Create a Worldview
In the next article I describe what a strategy is, and what it isn’t. First, it’s important to lay the groundwork for creating a great strategy. That foundation starts with cultivating and codifying contextual awareness, something I call a worldview.
A worldview is simply your organization’s unbiased description of the current operating environment and what you accept as observed truth that leads to why you are doing what you’re doing. It includes the factors that lead up to the problems faced by your customers, their needs and challenges, trends, and the opportunities they create. It leads you to define a “Why now?” that will motivate your team and open your organization to new innovation.
Great leaders start with a worldview because it grounds the entire organization on how you look at the world and provides a why to your story.
A worldview also gives your team the opportunity to contribute to it, overcomes biases, and provides the opportunity to challenge that view in the future as trends change.
Microsoft CEO Satya Nadella, who has presided over one of the most historic company transformations, has mastered the ability to set a worldview for Microsoft. Watch him absolutely nail the Microsoft worldview here in under five minutes. https://www.microsoft.com/en-us/Investor/events/FY-2018/Satya-Build-2017-our-evolving-worldview
Nadella advocates that his teams “know where the world is going”
He focused his turnaround at Microsoft by creating a profound sense of Microsoft’s ability to intersect the world around them to develop solutions that customers are looking for. In Nadella’s own words, “We must always ground our mission in both the world in which we live and the future we strive to create.”
If you’re a startup, setting your worldview collaboratively with your team is essential, and documenting it is fundamental to aligning your organization with an understanding of customer problems, opportunities, and challenges. Without it, many organizations believe they are on the same page as to what is happening in the world around them when they are, in fact, working under different assumptions.
Start by challenging your leadership team to build a concise worldview for your organization. It can be as short as three to five bullet points or a full multi-page document.
The easiest way to build your worldview is to invite your team write it with you. Explain the exercise to your senior team and your objective is to create the canvas of the market.
Break the team into smaller groups of two or three people and ask them to work together to develop and present the views on the current state of the market and the trends you expect to impact it. They should include:
1. What are our basic assumptions of the market in which we play?
2. What are the trends most likely to impact us? How sizable is the impact?
3. Where are new or emerging opportunities enabled by these trends?
4. What are current threats we face?
An essential tool for identifying and analyzing trends is a PESTEL analysis. PESTEL is a mnemonic covering significant trends: Political, Economic, Social, Environmental, and Technological.
Give your teams time to write these out on their own and create an outline to present to the other teams. Debate what the team agrees with and they don’t to draw from the presentations a collective narrative that team agrees is your worldview.
You won’t agree on everything, so collect those trends and their potential for impact that are less certain—that’s your watchlist for your team to verify and the degree of impact in the future.
Recognizing contextual changes drives the creation of great opportunities. The initial impetus for the creation of Netflix 1.0, the company’s DVD mail-order business, may have come from Reed Hasting’s displeasure over a $40 video late fee. However, the real foundation for the solution came when a friend told Hastings of the coming trend of movies moving to the digital video disk, or DVD. Understanding this trend, Hastings created and tested the hypothesis that this more durable media could be mailed without damage. Hastings purchased several music CDs and shipped them to himself to prove his hypothesis.
At the time DVDs sold for $20 while Blockbuster was buying VHS cassettes for $45. Hastings recognize these fundamental changes meant that he could purchase inexpensive and durable DVDs and mail them cheaply. This allowed Hastings to develop a competitive offering by using regional distribution centers to distribute the DVDs by mail. This new trend opened up a new opportunity and built the “Why now?” narrative.
Building a worldview may not present a billion-dollar opportunity like Netflix, but it is effective at getting your entire team on board and ready to design your strategy for the opportunity in front of you.
One CEO I worked with exemplifies an effective use of contextual awareness to identify what trends were impacting her organization, how they were affecting customers, the opportunities created, and what capabilities the company needed to build to take advantage of the opportunities. In every board meeting and company meeting, she would display that slide of assumptions which gave her team the “Why now?” and then explain the problems it created for the customer, and why her company was uniquely positioning themselves to fulfill their needs.
This short exercise will unify your team together to a common vision and allow you to communicate it to the entire organization.
With that in place you will be prepared to explore your own strategy including a definition of what winning means and how you will achieve it. We’ll cover that in the next post.
Feel free to comment below or reach out if you have any thoughts.