In this episode, we share insights from a 12-month project where we involved all executives, managers and employees in shaping and implementing a new vision and strategy for growth. The project resulted in re-energizing and motivating 700 people at a large chemical manufacturing plant, fostering not only business expansion but also fortifying a sense of ownership and teamwork across the site.

Key takeaways

• Approach vision and strategy as a process, implementation included
• Involve people in co-creating the vision & strategy to cultivate a sense of ownership and use the collective intelligence of the organisation
• While the process requires more time upfront, the investment pays off rapidly during the implementation phase

Key moments

01:28 - Introduction to the case

A brief overview of the case company and the overall approach to the project.

05:02 - Phase 1: Gathering input

We delve into how we engaged numerous individuals right from the project's inception, seeking their perspectives on the future direction. Our emphasis was on understanding people, their ideas, motivations, hopes, and concerns. Unlike conventional strategy planning, there was minimal focus on data collection and SWOT analysis in this phase.

08:43 - Phase 2: Shaping the initial vision and strategy

We discuss how, through guided conversations, we transformed initially diverse opinions into a shared vision and strategy by the end of the process. Our focus was on creating opportunities for dialogue, ensuring a shared context, and facilitating co-creation.

16:18 - Phase 3: Defining a clear and concise vision & strategy

We address the most challenging phase of the project: transitioning from 'brainstorming' to making decisive choices to arrive at a clear and concise strategy ready for implementation. We share the four pillars of the strategy that were developed, highlighting how it was laser-focused on making the growth vision a reality.

28:02 - Phase 4: Supporting implementation

We explore the structure we established to facilitate follow-up, learning, and adaptation during the project's implementation phase. This included monthly leadership workshops, individual executive coaching, and effective communication and involvement of all employees.

Reflection Questions

• What would I need to consider when designing my strategy process?
• For instance, how long time do I have? Who needs to be involved? What role does my leadership team play in the process? Who owns the process and how are decisions made? How can I engage managers and employees? What role will they assume? How prepared are managers and employees to be involved? How prepared am I and the leadership team for increased involvement in the strategy process?
• Based on this, how can I create the conditions that everybody can be involved? How do I make sure everyone's voice is heard?
• Additionally, how can I, as a leader of a local entity or unit within a larger organization, approach the strategy process differently? How can I drive a growth vision and strategy that doesn't necessarily have to originate from the headquarters?

More info about us and our work is also on our website: secondcrackleadership.com.

Do you have any questions, feedback, or suggestions for us? Would you like to explore how we can help you to drive results in your organisations through a company-wide initiative or individual executive coaching? Then email us at hello@secondcrackleadership.com.

To connect with us on LinkedIn:
Martin Aldergård
Gerrit Pelzer