The stunning words “we are done with strategy” were said to me by a nonprofit executive in a recent conversation. From everything I knew about her organization I believed that they were far from done with strategy. So I got to thinking about what would make her say such a thing. And, of course, the uberquestion: can you ever be done with strategy?
Given that I am a strategist, you might assume that my answer would be a resounding “no.” In fact, the words “we are done with strategy” could mean a lot of different things. She could have meant that the organization had completed a plan and was implementing it. Or that they had completed a plan and were entering an implementation phase. Or that the organization had been burned by a strategy exercise (or implementation gone sour), and had washed their hands of strategy. Or that they hated consultants and wanted to put an end to our conversation. Or something else, who knows?
In an interview for The Bridgespan Group’s 2004 Annual Report (full disclosure: conducted and written by me), a nonprofit leader reflects on the development of his organization’s vision and strategy. It’s a very powerful interview, and I have quoted it dozens of times. The leader says:
“Truthfully, the process was harder and more time-consuming than I’d expected … if they’d told me what it would take, there’s no way I would have agreed to be involved.
“But we came out with a blueprint for change and growth: a strong business plan. We follow it religiously. The details allow us to take our goals and turn them into concrete actions …
“Most executive directors are caught between the desire to plan for the future, and the things we have to do right now, to survive. Almost always, we shortchange tomorrow for today. Time spent up front on planning is time not given to what look like urgent needs, but it’s priceless … Business planning is the way you get answers to the questions that are critical if you want to grow.”
In order for strategy to be this powerful, to inform every decision that is made from the time of its development (and from the process of developing it), the strategy has to be deeply internalized. The second organization clearly has committed to its strategy as a way to understand and navigate its future. And to be fair, “done with strategy” may be careless talk that describes what the executive in the interview also describes.
But in this language is an important lesson.
Strategy is meant to describe a way of doing and being. It is not an experience to be had and completed. A strategic plan is not an event, but a roadmap. If it’s a good strategy, there is a clear and agreed-upon sense of direction. And it’s actionable. And it is acted upon.
When acted upon (and understand: we are talking about the kind of implementation that the second executive speaks of), the strategy will surely be tested. As in nature, challenges can be used to improve the chances of survival. Along the way, the organization has to be prepared to endure the tests, learn from them, and move on. That is, not give up.
To the extent that this is done, the strategy’s roots will take hold. And the stronger and deeper the roots that develop, the more the strategy can help the organization.
So: can you ever be done with strategy?
To the extent that this is done, the strategy’s roots will take hold. And the stronger and deeper the roots that develop, the more the strategy can help the organization.
So: can you ever be done with strategy?
Can you have too many roots?
