Execution by Mike Edwards and Kevin Ertell

Building a Network of Strategy Ambassadors

Mike Edwards, the former CEO of Lucy, Borders, and?eBags, knew that successful strategies couldn’t be crafted in isolation. He believed they needed a strong foundation of input and ownership across the organization. To gain traction, they needed broad input and ownership across the organization. When it came time to create a new plan, Mike made sure to involve people from every level, fostering a collaborative environment from day one. “I’d have everyone in there, from Senior VP to director, and sometimes even a manager or individual contributor,” he said.

Mike’s goal was to make sure every part of the organization felt represented as he built a network of ambassadors for the strategy. These team members weren’t passive participants. They helped shape the direction and became champions within their departments. “I already had a group of ambassadors?saying?‘This is the right thing to do, and I helped create it,’” he explained. By engaging this group to take part in shaping the strategy, Mike sparked alignment and enthusiasm long before the plan was rolled out to the rest of the company.

By engaging key voices early, Mike sparked alignment and enthusiasm?before?the plan was rolled out. It wasn’t just a strategy; it was their strategy.

“The strategy process is more about team building,” he said. And that made execution smoother. When people felt invested in the outcome, they stayed committed long after the initial planning sessions were over.

Who to Involve—and Why

To build a strategy that sticks, we need to bring together leaders from across functions with three key objectives in mind:

1. Create a Comprehensive Strategy: Involve a mix of expertise to craft a plan that is competitive, viable, and grounded in reality.
2. Gain Alignment and Commitment: A strategy built in isolation rarely gains traction. We need leaders committed to owning and executing the vision.
3. Build a Network of Advocates and Ambassadors: Successful strategies need champions who can drive belief and momentum across the organization.

With these objectives guiding us, let’s break down who should be at the table and when.

Objective 1: Create a Comprehensive Strategy

A strong strategy starts with?the right mix of perspectives—those who can anticipate challenges, pressure-test assumptions, and spot blind spots early.

Key groups to involve:

• Functional Experts: Who will this strategy impact the most? If expanding into new markets, include leaders from marketing, sales, and product. For operational efficiencies, bring in finance, operations, and supply chain. The most affected teams should help shape the plan early.
• Key Stakeholders: Who stands to benefit—or lose—if this strategy succeeds? This includes internal teams, customers, partners, and investors. If they aren’t in the room, their perspectives still need representation.
• Experience Levels: A mix of junior and senior voices adds depth. Newer employees bring fresh perspectives, while seasoned leaders provide context and road-tested judgment.
• Diverse Thinkers: Research shows that inclusive teams make better business decisions up to 87% of the time11. Look for people who challenge assumptions—even if it creates some friction. Constructive tension leads to stronger strategies.

Objective 2: Gain Alignment and Commitment

A strategy is only as strong as the commitment behind it. Include leaders?who can translate the plan into action and ensure their teams move in sync.

Key groups to involve:

• Cross-Functional Leaders: If execution requires product, marketing, sales, or operations, those teams need a seat at the table. Finance ensures the plan is viable, while HR ensures the workforce can support it.
• Key Execution Leaders: Who owns the resources and budgets needed to bring this to life? These leaders help identify risks early—and later, they’re essential for driving execution.

Misalignment across functions is one of the biggest killers of execution. When only one team is fully invested, they’re left fighting an uphill battle to gain support from others. A well-designed strategy includes cross-functional buy-in from the outset, ensuring that every team understands their role and works toward the same goal.

Objective 3: Build a Network of Advocates and Ambassadors

To motivate our teams and gain support, it helps to inspire them with true believers. To sustain momentum, we need internal champions who keep the strategy alive in day-to-day decision-making.

Key groups to involve:

• Natural Influencers: These are the respected leaders—formal or informal—who have credibility within the company. If they believe in the strategy, others will follow.
• Great Communicators: Not every leader is a natural motivator. Find those who can energize their teams and keep the momentum going.
• Skeptics & Detractors: Including potential critics early helps address concerns before they become roadblocks. In many cases, former skeptics become some of the strongest advocates.

Phases of Involvement: Who to Bring?In?and When

Strategy development and execution aren’t single events. Think of involvement as phased, with the right people brought in at each stage.

1. Initial Creation: Start with a small core team of cross-functional leaders and key influencers to define the strategy’s high-level direction.
2. Feedback Loop: Expand the circle to additional leaders and informal influencers who can stress-test the plan and surface potential issues.
3. Broader Communication: As execution begins, roll the strategy out in stages, involving managers and team leaders who will drive day-to-day implementation.

Each phase builds alignment, strengthens ownership, and reinforces trust. By being intentional about who is involved and when, we create a strategy that is not only well-designed but fully supported.

This can’t be about checking a box and saying, “We involved people.” We?have to?intentionally design a process that taps into the right expertise, builds buy-in, and creates the momentum needed to turn strategy into action.