Business owners and executive leaders don’t need any convincing that they need a strategy. Their frustration is that they generally end up with a strategy that articulates what they know already, i.e. where they want to go versus “how to get there”. Embracing an approach that starts with strategic design conversations - instead of conventional strategic planning - will help you develop a strategy that works for you and your business or organization.
Validation
I began my career at a well-known multinational organization, where strategy development was an annual process involving in-depth planning and impressive slide decks. I differentiated myself from my peers by presenting my strategic proposal succinctly on just three “how to get there” slides. This approach garnered an audible sigh of relief from the CEO and the Directors' team and not only regained their attention but also led to the approval of what was an unconventional project.
Fast Forward
I have encountered this same scenario hundreds of times when engaging with business owners and executive leaders. They know they need a strategy, yet the solutions and advice presented often fail to resonate with them. As a result, they end up with a strategy that aligns poorly with the jobs they need it to do, contributing to ineffective implementation. Both scenarios leave significant potential untapped.
So, how can you make sure that you don’t fall into the same trap of “strategic convention.” My advice would be that instead of looking for a strategic solution or service, start by having strategic design (not strategic planning) conversations. What do I mean by this? In essence, strategic planning defines where an organization wants to go (most business owners and executive leaders have a keen sense of where they want to go), while strategic design considers how to get there in a way that’s both effective and user-centred (which is what business owners and executive leaders are looking for).
What to look for
But what does a strategic design conversation look like? Our advice is to look and challenge for the following:
The Importance of the Unspoken: Be cautious of conversations that adhere to a rigid structure with predetermined questions. Look for genuine interest in understanding you as a business owner, executive leader, and individual, rather than merely viewing you as a client.
Peer-to-Peer not Consultant-to-client: Many advisors and consultants approach discussions with an air of “strategic confidence,” proclaiming their expertise and readiness to “show you the way.” However, most business owners possess a solid sense of their strategies. Seek someone who can enhance your instincts and experiences with their strategic expertise.
Expect Insights and Wisdom: In your discussions, aim to uncover insights and wisdom, which stem from real business and life experiences. This is what you want in developing your strategy—knowledge can be taught, but insight comes from experience.
Moments of Truth and Clarity: After such a conversation, you should feel that you've gained practical value and useful insights that resonate with your questions.
A Desire for More: The conversation should leave you eager for further discussions about your strategy, bringing you closer to achieving the goals you expect your strategy to fulfill.
In closing
I have yet to see a conversation like this fail to deliver strategic value or actionable advice. Moreover, if it leads to an advisory or consulting engagement, it establishes the essential foundation for a clear and practical strategic design approach and plan.
