The temptation to start your strategy from a blank page is strong. We’re conditioned to believe that groundbreaking ideas must emerge from a void, that true innovation means reinventing the wheel and that that one brilliant idea will be instantly accepted. But what if the most powerful strategic tool at your disposal isn’t a new idea, but a deeper understanding of what already exists within your organization?
Imagine an orchestra preparing for a new performance. A brilliant conductor doesn’t just hand out a new score; they first study the ensemble’s existing strengths, its unique sound, and the individual talents of each musician. They know that trying to force a brand-new, unworkable composition on an established group will only result in a chaotic performance.
Similarly, a robust strategy must be rooted in your organization’s strategic DNA. This means looking at your past projects, understanding your processes, analyze internal power dynamics and identifying your successes and failures. This isn’t about dwelling on the past. It’s an act of strategic archaeology, unearthing the core capabilities and cultural nuances that will either support or hinder a new direction.
Starting with what’s already there is not a sign of a lack of creativity; it’s a sign of strategic maturity. It is about working smarter, not harder. Before you can build, you must assess the foundation. For example, a new employer brand strategy might fail if it you don’t involve informal leaders and use informal internal communication channels. No matter how compelling the messaging is, if your buy-in is limited and you can only use formal communication to deliver the message, it’s destined to fall flat.
This approach saves you from repeating past mistakes and helps you identify hidden strengths. It’s about leveraging the momentum that already exists within your organization. Instead of creating a new initiative from scratch, you might find that you can build on a successful pilot project that was never fully rolled out. Or you might discover a company value that, while officially on the books, isn’t being practiced, revealing a critical gap that needs to be addressed before any new strategy can take hold.
A case from the frontlines
Imagine you want to launch a new, employer brand campaign to attract top talent. A company I have worked with was used to the blank page approach and usually they would hire a creative agency to develop a campaign with a new tagline, new imagery and a new message about the company’s culture.
With our ‘start with what’s already there’ methodology we did something different. We first conducted an internal assessment to see what their culture was truly like. We discovered that while the company’s new slogan talked about ‘collaboration’, employees were frustrated with a siloed internal structure. The problem wasn’t a lack of a new shiny campaign; it was the disconnect between the external promise and the internal reality.
By addressing the internal issues first (by fixing what’s already there) we could create a campaign that was not only authentic but also resonated with both potential and existing employees. The solution wasn’t a new, brilliant idea. It was a deeper, more humble understanding of the problems that already existed. This deliberate effort of looking inward before looking outward is what allows a strategy to resonate and thrive. The value wasn’t in a shiny new plan, but in a realistic one that leveraged their organization’s unique strengths and lessons learned.
It’s the difference between a hastily written score and a masterpiece crafted to bring out the very best in every musician. Are you ready to truly leverage your organization’s history to compose a better future? Connect with me to discuss how we can work together to build a strategy that’s not just new, but authentically you.
