{"id":47690,"date":"2023-08-12T11:35:01","date_gmt":"2023-08-12T09:35:01","guid":{"rendered":"http:\/\/www.turner.nl\/uncategorized\/how-to-review-and-enrich-your-strategy\/"},"modified":"2025-08-12T12:36:22","modified_gmt":"2025-08-12T10:36:22","slug":"how-to-review-and-enrich-your-strategy","status":"publish","type":"post","link":"https:\/\/www.turner.nl\/en\/blog-en\/how-to-review-and-enrich-your-strategy\/","title":{"rendered":"How to review and enrich your strategy"},"content":{"rendered":"\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t\t\t
<\/div>\n\t\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

Strategy = Execution<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

How to review and enrich your strategy<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

Setting your strategic framework involves 5-10% of your organization at most. However, to review and enrich the strategy you hammered out, it\u2019s all hands on deck. Don\u2019t go easy on yourself. Keep an open mind and invite feedback, because this will prove to be worth its weight in gold.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t
\n\t\t\t\n\t\t\t\t\t\t<\/span>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t
\n\t\t\t\n\t\t\t\t\t\t<\/span>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

Fortunately, the times when only C-suite managers were involved in strategy-setting are long gone. But that doesn\u2019t mean that you need to involve just anyone in it either, because, as we know from experience, full bottom-up strategic planning leads to superficiality. A general rule of thumb is that just 5 to 10% of the organization is involved in strategy setting. That\u2019s just enough to include a representative cross-section of the organization in coming up with a clear strategy.<\/p>\n

Not a formality<\/strong><\/p>\n

Enriching the strategic framework is an all-hands-on-deck operation. Once you have hammered out the strategic framework, it is time to enrich it. Enrichment involves more than just communication. The framework needs reviewing, improving, supplementing and specifying. The word \u2018communication\u2019 is an oft-used and far too narrow definition of what needs to happen. If communication is a one-way street\u2014which it often is\u2014it is a lost opportunity at the very start of strategy execution. Enrichment is not a formality whose results you stick in a drawer. On the contrary, it is vital that you open yourself up to all feedback, because that feedback is worth its weight in gold. You want to absorb all feedback and constructive criticism like a sponge. If you can\u2019t take criticism, you won\u2019t succeed.<\/p>\n

Embrace feedback<\/strong><\/p>\n

When you have labored with a deliberately diverse group to formulate a new strategy or a new plan, it can be hard to put it \u201cout there\u201d for a larger group that hasn\u2019t made a commitment yet, but do it anyway. If you can\u2019t explain the story of the strategy or plan in simple terms, there\u2019s something wrong. So, you want to get any feedback that can help you improve your story. Nothing stays with you quite like constructively worded feedback and criticism that rescues you from some disaster in the nick of time or dramatically improves the quality of an initiative. That\u2019s the best example of how human synergy works.<\/p>\n

Weed out the nonsense<\/strong><\/p>\n

Remember that any feedback and criticism you receive always includes some nonsense that stems from a lack of experience or comes from people whose motives you question. Stay level-headed and dare to weed out questionable feedback and criticism, while holding in the back of your mind that even the most cynical people may have a valid point. In the end, it\u2019s about being able to recognize the most valuable ideas. To that end, surround yourself with people who are smarter than you. And don\u2019t be \u201cthe one genius with 1,000 helpers\u201d as Jim Collins calls leaders who fail to do that.<\/p>\n

Broad- and narrowcasting<\/strong><\/p>\n

Communication alone is not enough. You have so many wonderful and proven social and technological means at your disposal to creatively, effectively and efficiently involve the whole organization in enriching the strategic framework. Select an appropriate format for every step and target group. It is smart to differentiate; you might want to communicate the strategy to everyone at the same time (\u2018broadcast\u2019), but follow this up with differentiated interactions per target group (\u2018narrowcast\u2019).<\/p>\n

For example, because middle management often plays a crucial part in many strategy execution initiatives, it pays to organize a number of tailor-made reviewing carrousels for middle managers and pull out all the stops to get and incorporate their input into your strategy. Another example of appropriate differentiation is this: in the upcoming strategic plan, some divisions are hit much harder than others and will need to \u2018stomach\u2019 more change than others. You will need to adjust the nature and intensity of your enrichment activities accordingly. See also Figure 1. This is how you give your organization a voice.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"