Hari Mann ∙ Dean at Hult Ashridge Executive Education
Faculty Column ∙ January 30, 2025
For strategy to be felt by the customer, it has to happen on the shopfloor
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Strategy isn’t something that should be confined to boardrooms or documents. Given perpetual change, successful strategy is a dynamic, ongoing process that thrives on diverse perspectives and collective effort.
In one of the most impactful strategy initiatives in UK corporate history, an ailing airline needed not just to reinvent itself, but also to fundamentally shift every part of its customer journey experience. To do this, the company launched a concept known as Basics and Brilliance aimed at transforming itself into an industry leader.
At its heart was the principle that strategy and change weren’t the reserve of the senior leadership, but rather were the everyday driver to decision-making, from the check-in desk to the baggage handler. This inclusive approach demonstrated how organizations can bring strategy to life on every level.
Many organizations mistakenly view strategy as the sole responsibility of top executives, crafting a rigid plan to hand down for execution. But this doesn’t work in a world shaped by constant technological advances, changing consumer preferences, and global competition.
A narrow view overlooks the wealth of insights that employees at all levels can bring. Compared to senior leaders, employees on the ground often have a clearer view of daily challenges and opportunities that can refine and adapt strategies.
For instance, a customer service representative might notice recurring feedback trends, while a junior analyst could spot data patterns highlighting untapped markets. By embracing this shift, organizations can tap into the collective intelligence of their teams to stay relevant and competitive.
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“Frontline employees who feel valued for their input are more likely to champion changes and ensure successful execution.”
– Hari Mann, Dean of Faculty at Hult Ashridge Executive Education
To thrive in a world where change is constant, strategy needs to be embedded deeply into the organization’s DNA as a flexible, ongoing process that welcomes ideas from across the organization. If it’s to be really felt by the customer, it needs to happen on the shopfloor or at the front desk.
Frontline employees who feel valued for their input are more likely to champion changes and ensure successful execution. In the Basics and Brilliance story, imagine the passenger arriving for their flight to be told that check in has closed. Basics would be to rebook; Brilliance would be to ring the gate to see if the flight has boarded and whether or not they can get them on board.
Closing the gap between plans and action
One of the biggest hurdles in strategy is connecting high-level goals with real-world execution. When employees understand both the “what” and the “why” behind strategic decisions, they can align their efforts more effectively.
Take, for example, a manufacturing company rolling out a digital transformation. If factory workers see how automation improves efficiency and understand its importance to the company’s broader goals, they’re more likely to embrace and optimize new technologies.
Similarly, if a sales team knows the strategic importance of breaking into new markets, they can tailor campaigns to resonate with local customers. Aligning individual contributions with the organization’s vision ensures smoother execution and stronger results.
Of course, making strategy inclusive isn’t without its difficulties. Resistance to change, entrenched hierarchies, and misaligned priorities can slow progress. Leaders must actively model openness and seek out input from all levels, fostering a culture where ideas are welcomed and valued.
Leaders should also communicate consistently about the progress of strategic initiatives. Transparency not only builds trust but also helps employees see how their contributions are driving results. This feedback loop strengthens engagement and encourages continued participation.
At the same time, organizations must balance inclusivity with focus. Broad participation is essential, but decision-making processes should remain streamlined to avoid analysis paralysis. Clear criteria for evaluating and prioritizing contributions can help maintain strategic clarity and ensure that initiatives align with overall goals.
Organizations that embrace inclusive strategy gain a competitive edge in several ways. They become more innovative, adaptable, and resilient in the face of change. Just as importantly, they create a culture where employees feel valued and empowered to contribute to the organization’s success. This sense of ownership drives higher engagement, better retention, and improved performance across the board.
Making strategy everyone’s business is not just a theoretical ideal – it’s a practical approach to achieving lasting success. By involving every level of the organization, businesses can unlock their full potential and stay ahead in an ever-changing world.
How can you make strategy everyone’s business?
1. Share a clear vision
Ensure employees understand not only what the organization aims to achieve but also why. A compelling vision helps align teams and inspires commitment.
2. Empower employees
Provide the tools, training, and support they need to contribute ideas, and the feedback loop to know what difference they make. When employees have the resources to act on their insights, they can drive meaningful change.
3. Encourage teamwork
Break down silos and foster collaboration across departments. Diverse perspectives enrich strategic discussions and lead to more innovative solutions.
4. Use technology wisely
Digital tools – such as platforms for data visualization and project management – can make it easier to share ideas, track progress, and gather input from across the organization.
5. Celebrate contributions
Recognize and reward employees who offer valuable insights or lead successful initiatives. This reinforces the importance of engagement and motivates others to participate.
Meet the expert
Hari Mann
Dean of Faculty at Hult Ashridge Executive Education
As the Dean at Hult Ashridge, Hari brings over two decades of experience in academia and business. His main interests are in strategy, innovation and entrepreneurship. Prior to joining Hult Ashridge, Hari held senior roles in investment banking and then later in Politics.
At Hult Ashridge, Hari has been the MBA and Executive MBA director, and more recently the director of Product Solutions. His research currently involves how financial organization lead and innovate, and how purpose matters in increasing company profits.
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