Strategy that Inspires, Touches and Moves

It has become default practice to assess the quality of a strategy in terms of financial gains: profit, growth, ROI, etc. To fix the big chasm between strategy and execution, we need more human-centered criteria. We need strategy that inspires, touches, and moves.?

The Obsession with Financial Gain

Somewhere in history we’ve taken a strange turn. We’ve chosen to evaluate the quality of our decisions largely in terms of economic, financial gains. This applies to business, but also to our private lives.

In business, we see it in a variety of criteria that are dominant: growth, profit, efficiency, ROI, EBITDA, cost-reduction, break-even point, payback period, and so on. While they differ in nuance, their bottom line is always the same: do we make more money (or lose less) or not.?

We have transferred this to our private lives as well, especially when it concerns buying. When we buy a house or renovate it, we assess whether this will pay itself back. And when we go shopping, we look for value deals, discounts and let our budgets dictate what we buy.?

But why should money be the main criterion? Especially in business, this has become such a common practice that we’ve largely accepted it as normal or even inevitable. But is it??

Of course not. And even though the financial aspect may be an important one, there is much more that makes a decision or a strategy good or bad. And when we look at the dramatic failure ratios of strategy (50-70% failure), it may be worth reconsidering the criteria we are using to assess whether a strategy is good or bad.

My proposal: let’s focus on strategy that a) inspires, b) touches, and c) moves. Why? Because this directly addresses the cognitive, emotional, and behavioral aspects of human action.

Strategy that Inspires

To get strategy executed, the first aspect that needs to be addressed is the cognitive aspect. To execute a strategy, people need to understand it, see its point, and be positively triggered to take the leap of faith that it requires.?

Strategy that inspires is strategy that ignites interest. It excites, it triggers people’s curiosity, imagination and creativity. It makes their brains work and replaces their current views about an organization’s future with a better one.?

Accordingly, strategy that inspires asks for:

• A clear and outspoken vision outlining a desirable future state of the organization
• A creative tension between where the organization is today and where it wants to be
• Alignment between the future idea of the organization and the future ideas of its people

So, here is your first question to ask: Does your strategy inspire your people?

Strategy that Touches

A second aspect required to get a strategy executed is the emotional aspect. To execute a strategy, people need to feel good about it, feel attached and committed to it and agree that it is the right thing to do for the organization.?

Strategy that touches is strategy that triggers positive emotions. It feels right, aligns with people’s values and passions, and makes people wholeheartedly say yes. It is purpose-driven and based on sympathy and empathy with others and the world at large.?

Accordingly, strategy that inspires asks for:

• A future direction that is morally and ethically the right thing to do for the organization
• A large enough step forward so that it substantially triggers people’s emotions
• Alignment between the values and beliefs held by the organization and the passions of its people

Here is your second question: Does your strategy touch your people?

Strategy that Moves

To truly get strategy executed, it also needs to address the behavioral aspect. To execute a strategy, people need to see the path, have clarity on what it means for them and asks from them, and believe it is somehow achievable.

Strategy that moves is strategy that enables and stimulates action. It is clear, actionable, and contextualized so that everyone in an organization understands what it takes from them to execute it.?

Accordingly, strategy that moves ask for:

• A detailed enough description of the strategy and its consequences for units, departments and individual people
• A clear understanding of the difference between the current state and the future state of the organization
• Alignment between the capabilities and resources the strategy requires and what is feasible??

This leads to the third question: Does your strategy move your people?

The Gains

Does this set of criteria fully replace the current financial ones? Probably not. But that is not the point. Evaluating a strategy only on its economic merits is clearly not enough. When we add the three criteria outlined here, we can expect significant gains. To name a few:

1. Happier and more engaged people
2. A larger share of innovations that truly matter
3. More effective strategy execution
4. Greater positive impact on society?
5. Better use of people’s and organizations’ potential

Idealistic? Perhaps, but isn’t that exactly what we currently lack??

Note: if you are looking for ways to help organizations develop strategy that inspires, touches, and moves, then the Certified Strategy & Implementation Consultant (CSIC) program may be something for you. The program is for experienced consultants and facilitators that want to expand their skill base and services with a human-centered approach to strategy and implementation. Registrations for our September 2024 cohort close soon, but are still open. See our website strategy.inc for all information and registration.?

Further Reading

• Emotional Strategic Thinking
• The Elements of Human-Centered Strategy
• The Strategy Sketch
• The 3 Fatal Flaws of Organizing
• Good Leadership is a Conversation