So how do non-profit organizations work – or not? On this episode of Open to Debate, David Moscrop talks with Brooke Struck, strategy facilitator and the founder and CEO of the firm Converge (http://convergehere.com/).
Here’s something I often hear from clients and connections in the strategy space: “Brooke, you always hate on ‘value statements’ as strategy. But values are important, right?”
“Our strategy was great, but the team never implemented it properly.” “Our strategy was just too far ahead of its time, and the market wasn’t ready.” “Our strategies would have performed super well in the market, if only the Board would have authorized the resources we needed.” Heard anything like that before? ☝️
I recently posted about times NOT to do strategy. TL;DR: When you’re not actually ready to change anything, you shouldn’t be doing strategy. A lot of folks found that helpful. Some others, though, asked me: “If these aren’t the right moments, what are the right moments?”
As a strategist, one of the pieces of advice I give most often is: stop doing strategy. Let me be clear: this is not the preamble to a bullsh*tty sales pitch. I’m not trying to tell you that you can’t do strategy on your own—that you just NEED my services, because I do strategy in a way that they can’t.
