How many strategic plans end up forgotten on a shelf, disconnected from operational reality?

Too often, the strategy review is confined to a "closed-door" retreat, involving only a restricted group of senior management. This approach, although quick, rarely produces more than a "grocery list" of initiatives. It fails to create buy-in and induces passive resistance during implementation.

Strategy requires making choices (ideally unique) and demands a dynamic approach that guides daily actions.

To transform strategy from a compliance exercise into an engagement engine, adopt a radically different approach: co-creation.

Here are three major impacts of this approach, inspired by the successful transformation at the St. Mary Research Centre that we explored in episode 202 of our podcast.

Co-creation as a reflection of the Culture

The co-creation approach consists of actively involving all stakeholders (employees, managers, key partners) from the earliest stages of the reflection.

It is not a simple consultation but a collaborative process (surveys, focus groups, workshops) in which everyone can see themselves reflected in the final strategic choices. The approach is based on the principle that those who live the strategy daily are the best placed to define it (or at least contribute to it).

Christina Raneburger from the St. Mary Research Centre explained that for them, choosing this path was organic. Research already being a co-creation activity, it was imperative that the formulation of their strategy reflect this culture of proximity and collaboration.

Transforming resistance into engagement

The most powerful advantage of co-creation is its ability to dissipate resistance to change.

When a strategy is imposed "from above," resistance is a natural reaction. Teams feel disconnected from the decisions and are subjected to the changes.

In contrast, when teams participate in identifying issues and developing solutions, they develop a profound sense of ownership. It is no longer "management's strategy"; it is "our strategy." 

This increased commitment translates into the mobilization of active forces and natural adherence to the collective choices, as people understand the "why" behind the decisions.

Creating a "Safe Space" and listening

Leadership, in a co-creation process, changes its nature. It is no longer about deciding alone, but about facilitating collective reflection. As Christina Raneburger highlights, this requires three key skills from leaders:

• Create a safe space: Establish a climate of trust where all opinions, even dissenting ones, can be expressed without fear.
• Adopt a "listening mode": Take a stance of active listening and humility, seeking to understand viewpoints rather than imposing your own.
• Be flexible: Accept that the process requires logistical agility to adapt to the realities of the teams (atypical schedules, virtual and in-person meetings).

Admittedly, co-creation takes more time than a weekend retreat. It is an investment. But as Christina mentions, the return on this investment is far superior.

This is what makes the difference between a shelved document and a living strategy, embodied and lived by the organization.

Your next strategic reflection is approaching: Will you opt for the fast lane of a closed-door retreat, or for the longer, but much more impactful, path of co-creation? Who are the critical stakeholders for execution that we have not yet invited to the table?

Have a great week!

Eric L’Heureux