• Jeebus

    Please correct the first word of the article headline – What vs. Want.

  • Steve

    Try SOAR, measureably more effective and appreciative than the outdated and deficit-focused SWOT framework.

    • http://twitter.com/KymleeIsAwesome Kimberlee Morrison

      Great suggestion Steve!

  • Ioan Rees

    You’re so right Kimberlee – employee engagement in strategy is crucial. At Sycol, we work primarily to help schools and encourage such distributed leadership in a number of ways. One of the simplest and most useful is for employees (together) to map the “the cultural health of the organisation” on a quarterly basis (a bit like a health-check!). This collaborative and fun activity is called “systems mapping” during which they decide whether each and every one of their organisational systems either delivers, or falls short of delivering, the organisation’s promise. It’s great and hugely powerful! A resultant spin-off is that everyone also gets knows about everything – transparency.

  • http://twitter.com/robertbradford Robert Bradford

    This is an important concept – employees need to be involved in strategic planning. I would refine the assertion by saying employees must be involved at an appropriate level. In strategic planning, you are steering the ship of your business, and that means you don’t want every hand on the steering wheel. What you do want is input and commitment from people whose input is valuable and whose commitment is vital to success.
    There are very few definitive structures for doing this, but I would certainly recommend my book Simplified Strategic Planning for an approach that goes far beyond a SWOT analysis and leads to real action on critical strategic initiatives.

    • http://twitter.com/KymleeIsAwesome Kimberlee Morrison

      Great point Robert. You’re absolutely right that too many hands on the wheel could lead to crash and burn. However, there’s something powerful in valuing input from all levels of the organization. And if a person isn’t committed, why would they even be on the bus?

      Of course company leadership makes the ultimate strategic decisions. If you only value input from people at the executive and/or managerial level, you could miss out on important issues from people who deal directly with the customers. It’s really a way to get many different perspectives with which to inform the strategic decision making process.

  • http://twitter.com/tomhood Tom Hood

    Great post and spot on with our experience. I think Sandy Carter from IBM said, “Culture eats strategy for lunch.” Connecting your employees (I prefer team) to your strategy is a critical part of building and strengthening your culture. It is truly the flywheel effect that Jim Collins talks about. SWOT is definitely one way, we have developed our own process we use ourselves and with our members and their companies and organizations. It is called i2a:Insights to Action and is modular which allows for engagement and alignment at different stages. I think the key takeaway is that you need to think about how you can engage your team in your strategy. Thanks for sharing!


    • infusionculture

      @twitter-14144238:disqus, I’ve never heard that quote about culture eating strategy for lunch. Thanks for sharing.

  • Yiannis Mavraganis

    Excellent article! Max De Pree, an American writer author of “Leadership is an Art” once said: “Not having the chance to make decisions within the organization in which one works is a great tragedy”.

    We are on a mission to solve this problem at my company (https://aftersear.ch) by providing for free a powerful tool that helps decisions makers within organizations to easily involve employees in the decision making process and get structured feedback from them. Congrats again for the article.