ABSTRACT
Many companies do not have a common process to set strategy, nor do they see it as something that should guide daily decision-making of employees. Instead they have getaways or retreats, which provide a false reality that the company is doing and using strategy. This lack of process handcuffs financial performance. One-time events never capture what strategy is. Strategy must be engrained as a decision-making tool. While formal meetings for strategy are needed to gather the minds and data to create it, without these decision points being visible, connected and understood across the organization, managers will achieve little change or ownership after the meeting. Rather than sharing the process, major issues and expectations for strategy meetings with the entire company – which would serve to engage and groom the employees – people are left to their own imagination and wonderment.
