Strategy Development as a Team Effort: How a Participatory Process Strengthens Organizations

Imagine you’re at the start of a journey that will lead your organization into the future. A clear direction is essential for achieving the right goals and successfully charting the path to them. This is exactly where the strategy process comes in: it serves as a compass that provides guidance and helps us not only find our way but also make the right decisions. But what exactly is behind a successful strategy process?

Why Launch a Strategy Process?

Strategy processes are often initiated in various contexts, such as when there is a need to clarify and refine a vision, mission, and strategic positioning. Changes in strategic and operational leadership, the external environment (e.g., political or societal shifts, evolving needs of the target audience), team structure, or funding can also create a need for such a process. Another important reason for initiating strategy processes is the desire for participatory development and broad support for strategic decisions. Finally, these processes also take place to prepare for retreats, growth phases, or major third-party funding acquisitions.

What questions should you ask yourself at the beginning?

To ensure that a strategy process is efficient and effective, it is worthwhile to begin by reflecting on a few questions as a team or with the help of an external facilitator, such as:

• What specific questions should the new or revised strategy address?

• Who makes the final decision on the strategy?

• How participatory should the process be designed?

• What timeframe and budget are available?

• What is the desired end product, and who is responsible for documenting the strategy? Is the strategy “just” an internal document, or is it intended for publication?

Who is leading the strategy process?

Top-down, bottom-up, or a combination of both... In a nonprofit organization, leadership in the strategic planning process can vary depending on the organization’s structure and objectives. Often, the board takes the lead, as they have a significant influence on the organization’s long-term direction and vision. However, taking the lead in this context can also mean delegating the development of a strategy to the executive team!

In some cases, the strategy process is led by a dedicated strategy team or working group that includes both the board and managers from the various program areas to ensure a broad perspective. Especially in a participatory approach, the process can also be supported by a project group that works closely with the various internal stakeholders. For larger and more complex changes, it may also be advisable to bring in external consultants to facilitate and support the process.

In each of these “models,” it is important to clearly define who is in the lead and who needs to be involved in the process and to what extent (degree of participation).

Last year, we supported a major strategic planning process with the >Medicor Foundation. Throughout the process, we made a point of actively involving the entire team at every stage and developing the strategy collaboratively. Dr. Cheikh Mbacke Gueye, CEO of the Medicor Foundation, highlights three key lessons they learned from the participatory involvement of all relevant internal stakeholders:

1. A wide range of perspectives was taken into account, which made it possible to draft a comprehensive, high-quality strategy document.

2. By involving the relevant stakeholders, there was greater buy-in and a sense of ownership. As a result, the final product (the strategy document) contained few surprises, since everyone had been involved in its development.

3. While employees are working on a strategy process, they are simultaneously expected to fulfill their daily tasks. Therefore, participatory involvement requires additional resources and time. This should be taken into account right at the start of the strategy process.

When does it make sense to bring in an external facilitator?

External process facilitation is particularly useful when an organization needs an impartial perspective on its strategic development. External consultants provide an objective viewpoint that can help break through entrenched ways of thinking and foster innovative ideas. This is especially relevant when the organization is facing complex or far-reaching changes, such as a realignment of its mission or the implementation of a new strategy.

For me and my role in the whole process, Con·Sense served as a sounding board and a trusted advisor. They presented options but didn’t force them on me.” - C. Mbacke Gueye, CEO Medicor Foundation

In addition, external support can be beneficial when there is a lack of internal expertise or capacity to design and facilitate a strategic planning process. External experts bring not only specialized knowledge but also experience from other organizations or sectors, which can provide valuable insights. External facilitation can also help keep discussions focused and balanced when moderating workshops or integrating different stakeholder groups into the process.

Another reason for external support is when an organization wishes to strengthen its internal communication or the trust between various stakeholders. External consultants can act as a neutral party here to foster a constructive atmosphere for dialogue. Finally, external support can also be beneficial when the process requires a high degree of professionalism and structure to ensure that all relevant aspects are considered and the timeline is adhered to.

Cheikh had this to say about our facilitation: "In a process like this, individual preferences, habits, and biases are naturally always present. Among other things, external facilitation made it possible to:

1. Maintaining distance and practicing self-criticism. Because we are all—often unconsciously—trapped in our own bubbles and our own convictions (certainties), we needed an external voice that allowed us to ask uncomfortable and ‘obvious’ questions.

2. Objectivity and neutrality: the external facilitation of the entire process made it possible to avoid potential conflicts and ensure a value-neutral structure.

3. External input: the external facilitation made it possible to incorporate input into the process (formally) as well as into the strategy paper (in terms of content)."

Effects Beyond the Strategy Process

A well-executed strategy process can have numerous positive (side) effects on an organization that go beyond the mere development of the strategy. One of the most notable is team building: By working together on a shared vision and strategic goals, teams can grow closer and develop a better understanding of their respective roles and responsibilities. This fosters collaboration and strengthens trust among employees.

“The process has fostered closer collaboration among team members. By addressing fundamental questions such as ‘vision, mission, and values,’ an organizational culture has emerged that we intend to continue to embody and implement in an even more concrete way. The strategy process was a moment when the team learned to grow as a team.” - C. Mbacke Gueye, CEO Medicor Foundation

Another positive effect is the promotion of communication within the organization. Strategic processes often encourage open discussions in which employees, managers, and members of the board of trustees or executive board can share their perspectives and ideas. This can lead to better internal communication and a clearer understanding of the overall goals.

Another benefit is that it strengthens employee loyalty. When employees are actively involved in the strategic planning process and see that their opinions and ideas matter, their sense of identification with the organization grows. The feeling of contributing to something important can significantly boost employee motivation and engagement over the long term.

Finally, the strategic planning process can also enhance clarity and alignment within the organization. By establishing clear goals and priorities, it becomes easier for all employees to make decisions and contribute to achieving the shared vision. This leads to a more efficient way of working and a clearer alignment of all activities with the overarching goals.

We’d be happy to schedule a no-obligation initial consultation if you’re interested in having an external consultant guide you through a strategic planning process.>contact@teamconsense.ch