Strategy Without Involvement Is Doomed to Fail

I met a CFO recently who was, to put it mildly, skeptical of strategy processes.

When we started talking about strategy workshops and involving employees, he leaned back, crossed his arms, and said:

"Honestly? I don’t see the point. Strategy is a leadership responsibility. We have the full picture, we see the numbers, we know where we’re heading. Why should we spend time ‘co-creating’ with employees who might not even understand the whole context?”

I get where he’s coming from.

Many leaders worry that too much involvement will lead to endless discussions, diluted decision-making, and confusion about who’s actually in charge.

They picture meetings where everyone gets a say—but nothing really moves forward.

But here’s the problem:

A strategy that doesn’t create psychological ownership across the organization will always remain just a plan.

Not a reality.

Without ownership, strategy is like a well-designed travel plan with no travellers. It might be detailed. It might even be brilliant. But no one’s going on the journey.

Strategy isn’t just a document. It’s a movement.

And when leaders dare to involve the broader organization, something shifts. Not just emotionally. But practically.

People start to:

• Understand the strategy

• Take ownership of it

• Feel motivated to turn it into action

✖ Strategy as a leadership-only project: “We know where we’re going—follow us.”

✔ Strategy as a shared project: “We know where we’re going—and we want everyone to help shape how we get there.”

I asked the CFO:

“What if strategy wasn’t just about what we’re trying to achieve - but about creating a shared desire, and a culture that can actually deliver on it?”

Because in the end, strategy isn’t just about making choices. It’s about creating willingness.

Willingness to engage. To prepare. To act. Not just to command and control.

So next time you’re gearing up to operationalize your strategy, ask yourself:

- Is your strategy a rigid marching order? or - A shared ambition that people genuinely want to be part of?

Bring your people into the planning - so they’ll come along for the journey.