Why strategy development is hard and how to make it easier
Developing a strategy can seem daunting to most—even seasoned C-suite executives. A strategy development program can impose stress and trigger imposter syndrome in even the most balanced team members. But why?
Good news. That’s what this article is all about and how to make strategy development easier.
Over the past two decades, I’ve worked with organisations around the world to develop strategy—ranging from brand, marketing and experience to core business strategy. Throughout these experiences, I’ve identified several key factors that consistently make strategy development challenging. Being honest about these factors is a critical starting point, but addressing them from within a business can be difficult. So, I’ve done it for you here.
The trusty elephant entering the room.
After all, one of the key roles of a consultant is to surface what’s already known but unspoken, and to address it for the benefit of all. So, let’s get stuck in to elephant(s) in the room:
Lack of Daily Practice: Most teams don’t engage in strategy development daily. Many haven’t formally studied it, and some may never have been deeply involved in developing a proper strategy. This can lead to imposter syndrome, where individuals doubt their ability to contribute meaningfully, more out of fear than reality.
Misaligned Processes: A flawed approach or an unsuitable process can undermine strategic outcomes. If your process isn’t tailored to getting the best out of your team, it’s unlikely to deliver the right results.
Templates vs. Process: Relying too heavily on templates can turn strategy planning into a box-ticking exercise, producing outputs without meaningful outcomes. Templates help to bring uniformity to communication, but they are not a substitute for a solid methodology.
Team Dynamics: Internal politics, the dominance of perceived subject matter experts (SMEs), and the influence of higher-ranking voices can skew strategic discussions. The right voices don’t always get heard, leaving valuable insights and contribution on the table.
Capacity Constraints: Strategy development is often seen as an extra burden because everyone involved already has a full-time role. Without properly allocating time and resources, the process can feel overwhelming.
Proper Project Management: Effective project planning, management, and mentorship are critical for strategy development. Without these, even the best strategic intentions can fall short.
Capability to Ideate: Not everyone excels at ideation. While off-site workshops can be energising, they can’t make up for a lack of creative capabilities. The fact is, some people are better at ideas than others. If your process and program isn’t designed to manage this, you will have spectators.
Missing Foundations: Far too many organisations attempt to build strategies without a solid foundation, including:
The right data and insights
An understanding of market orientation
Clarity of what is and is not capable of acheiving.
At this point, I’d be very surprised if you are in a leadership role and haven’t identified with one of the above points. If you have, it’s okay. Now you know you’re not alone.
How to Make Strategy Development Easier
Okay, now that we’ve tackled the challenges, let’s move on to making strategy development easier—some might even say enjoyable. Most importantly, it’s about how to create a strategy that’s not only well-conceived but also executable, leading to real success:
Clarify the ‘Why’: Clearly explaining the rationale behind the strategy aligns the team and fosters engagement. Understanding why the strategy matters is the first step toward collective buy-in.
Outline the Process: Explain how the strategic process leads to desired outcomes. It’s easier for your team to stay committed when they understand the roadmap.
Good Program Design: Effective project plans, management, and mentoring are essential. Building the time and capacity for strategic engagement is crucial for success.
Solid Foundations: Build your strategy from a strong base—whether that’s your brand strategy, market positioning, or a clear understanding of your customers’ needs.
Collaborative Approach: Avoid working in silos. Engage across departments to foster a shared vision, ensuring everyone is on the same page.
External Facilitation: A skilled outside facilitator can help guide discussions, ask tough questions, and keep everyone accountable. They can provide a “helicopter view” and challenge assumptions, avoiding the risk of the Highest Paid Person’s Opinion (HIPPO) inadvertently shaping the strategy.
Customise your Strategy for Your Business: Your strategy must be tailored to your organisation’s specific circumstances. No two companies are the same, even if they’re competitors. The strategy that works for you should reflect your unique starting point, goals, and team.
Iterate and Adapt: Strategy is an educated guess about the best path forward. As you implement, measure results, learn, and adjust. Markets evolve, and your strategy should be flexible enough to adapt.
Embed, Don’t Just Present: A strategy should live within your organisation. It needs to be understandable and actionable for everyone involved. If your team knows why they’re doing something, they’ll go beyond merely following instructions—they’ll actively contribute to achieving the goals.
In essence, a strategic plan is about figuring out how to move from A to B. But without a clear understanding of what “A” looks like, it’s difficult to define “B,” and even tougher to chart a path between them. That’s where I come in. I collaborate with leaders to find clear answers to three key questions:
A. Where are we now?
B. Where do we want to be?
How: How are we going to get there?
Are you struggling with strategy planning or feeling uncertain about the process? If so, shoot me a message, email, or give me a call.
Cheers, Craig.
