In complex business situations, companies often rely on a single leader or a small group of decision-makers to set strategy. However, when strategy is created and implemented by only a few participants, it becomes difficult to gain the full cooperation of all members during execution.
When employees are not voluntarily engaged with the strategy, the cost of managing and controlling them during implementation increases. In the end, the “savings” from excluding their voices in the planning stage are paid for later in execution.
Facilitation—turning differences into synergy—helps make this process smoother and more effective. It enables leaders and team members to explore differing perspectives in depth, and to question and document the underlying assumptions and beliefs that shape them.
This process helps dissolve doubts about differing opinions and increases the likelihood of reaching genuine agreement on the strategic direction the company should take.
A reluctant conclusion that only appears to be consensus cannot provide the momentum a company needs to move forward with strength. Only when doubts are fully explored and true agreement is reached will all members cooperate actively and willingly in execution—providing the energy for strong growth and sustainable progress.
The Role of a Facilitator in Strategy Development
Bringing in an external professional facilitator for internal meetings—especially for strategy development—still feels unfamiliar to many companies. However, in leading global firms, this is standard practice. More Korean companies are beginning to see the need for it as well.
Whether to engage an external facilitator often comes down to whether the organization already has a capable facilitator in-house. If there is someone internally who can deeply explore differing perspectives, uncover underlying assumptions, and effectively navigate conflicts, an outside facilitator may not be necessary. If not, then the importance of the strategy should guide the decision.
Good strategy requires effectively processing vast amounts of surrounding information to reach a conclusion. Given that a company’s success or failure often hinges on strategy, the method that best supports “creating a great strategy” should be chosen.
Vision is achieved through strategy.
Case Study: Strategy Development Workshop
The University of Warwick in the UK began as a two-year technical college, yet within just 30 years it had risen to join the ranks of top universities alongside Oxford and Cambridge—a feat other universities had failed to accomplish for centuries.
One decisive factor in this transformation was a facilitated strategy workshop led by Professor Dyson from the Business School. University leadership gathered for a strategic meeting, and Dyson’s facilitation played a key role in its success.
Reference: Dyson, R. G. (2004). Strategic Development and SWOT Analysis at the University of Warwick
The general process a professional facilitator might use for corporate strategy development (adapted from Dyson’s case) is as follows. Specific details vary depending on interviews and company characteristics:
- Pre-Interview 1 – Agree on purpose (strategy development) and deliverables (draft strategy document)
- Pre-Interview 2 – Review members’ perceptions
- Pre-Learning – Situation awareness and fact-finding
- Workshop Process Design – Tailored to goals and context
- Confirm Workshop Schedule
- Workshop Execution (1–7 days, depending on industry size, company size, and strategy horizon)
- Share expectations for the strategy and the workshop
- Environmental analysis (impact factors, SWOT, influence mapping, etc.)
- Define/redefine systems (PQR, HAS, etc.)
- Generate strategic options (TOWS, scenario planning, brainstorming, etc.)
- Explore strategic options in depth (Double Loop Thinking, Assumption Inquiry, etc.)
- Determine strategic priorities (Rated Voting, Agreement Scale, etc.)
- Share expectations for the strategy and the workshop
- Summarize Results & Plan Follow-Up
Three Takeaways
A vision without strategy is just a dream, and an organization without a vision loses its way. The process of creating a strategy is just as important as creating a vision.
- Involve those with opinions in the strategy process.
If people have insights or perspectives on strategy but the organization does not capture them, not only is valuable input lost, but their motivation to contribute is diminished. Participation is vital both for gathering information and for sustaining motivation. - Have a skilled facilitator lead the workshop.
A skilled facilitator knows how to design an effective process, ask questions that bring out members’ views, identify points of disagreement, manage time and atmosphere, and guide discussions toward actionable conclusions.
Allocate time in proportion to importance.
Time is the most valuable resource, and many tasks compete for it. The time spent on strategy development should match its importance. If strategy is critical, dedicating sufficient time to it is not just reasonable—it’s essential.
