Strategy Legacy for Future-Proof Business and Leave Lasting Impact

The Strategy Legacy is a ground-breaking book that teaches you how to design and implement a strategy that aligns with your organization’s identity and culture. Written by Alex Brueckmann, a strategy facilitator and speaker, this book is packed with valuable resources, practical illustrations, and humorous cartoons. Whether you’re a seasoned executive or a budding entrepreneur, this book will help you future-proof your organization and become a strategic leader.

If you want to learn how to create a strategy that works for your organization and leaves a lasting legacy, read on to find out more about this book and why you should read it.

Genres

Business, Leadership, Management, Strategy, Entrepreneurship, Innovation, Organizational Development, Change Management, Personal Development, Self-Help, Corporate Culture, Career Success

The book is divided into three parts. The first part explains the concept of organizational identity and the central role of strategy in shaping it. The author introduces The Nine Elements of Organizational Identity framework, which consists of three layers: the core (purpose, mission, and vision), the strategic centerpiece (strategy, goals, and targets), and the enablers (capabilities, structure, and culture). The author argues that strategy is the most important element of organizational identity, as it defines how an organization creates value and impact in the world.

The second part guides the reader through the process of designing organizational identity for peak performance. The author provides a step-by-step method for creating a mission statement, defining the impact, and setting the principles. He also explains how to craft a strategy that aligns with the organization’s identity and culture, using the Strategy Canvas tool. The author emphasizes the importance of strategic mind-setting, which involves collaboration, commitment, and consciousness.

The third part empowers the reader to implement identity in the organization. The author shows how to translate strategy into individual targets and actions, using the OKR (Objectives and Key Results) framework. He also discusses the critical capabilities that are hard to master, such as communication, feedback, and learning. He also advises the reader on how to avoid common pitfalls and challenges in organizational structure and culture, such as silos, politics, and resistance to change.

The book concludes with an epilogue that summarizes the main points and invites the reader to reflect on their own strategy legacy. The author also provides a field guide that contains useful templates, checklists, and exercises to help the reader apply the concepts and tools from the book.

Review

The Strategy Legacy is a highly recommended book for anyone who wants to improve their strategic thinking and leadership skills. The book is well-written, engaging, and easy to follow. The author uses real-life examples, case studies, and stories to illustrate his points and make them relevant to the reader. The book is also full of practical tools and resources that the reader can use to design and implement their own strategy legacy.

The book is not only informative, but also inspiring and motivating. The author challenges the reader to think beyond the status quo and envision a better future for themselves and their organization. He also encourages the reader to act on their strategy legacy and make a positive difference in the world. The book is not only about strategy, but also about purpose, impact, and legacy.

The book is suitable for readers of different levels and backgrounds, as it covers both the basics and the advanced aspects of strategy and leadership. The book is also adaptable to different contexts and situations, as it provides a flexible and customizable framework that can be applied to any organization or industry. The book is not a one-size-fits-all solution, but rather a guide that helps the reader find their own unique strategy legacy.

The Strategy Legacy is a book that will change the way you think and act as a leader and a strategist. It will help you future-proof your organization and leave your mark in the world. It is a book that you will want to read, re-read, and share with others. It is a book that will make you a better leader and a better person.

Introduction: Fresh insights into business strategy

The Strategy Legacy (2023) is a groundbreaking exploration of strategy and leadership. Catering to a wide audience, from experienced executives to emerging entrepreneurs, it provides invaluable insights, practical examples, and engaging illustrations to equip readers with the tools they need to future-proof their organizations.

In a business climate marked by rapid and volatile change, Alex Brueckmann’s The Strategy Legacy stands out as a vital guide for modern managers. It addresses a significant shift in the workplace: the transformation of businesses from transactional entities to sources of purpose and belonging. Today’s organizations, he argues, have to do more than maximize shareholder value – they also have to speak to the values of the communities in which they’re embedded.

Lots of organizations talk the talk when it comes to adopting purpose-driven strategies, but today’s consumers are too savvy to be fooled for long by dubious claims of corporate responsibility. The upshot, as the author sees it, is that companies are going to have to walk the walk too, and integrate stated purpose into tangible actions.

The million-dollar question, of course, is how? And that’s exactly what we’ll be looking at in this summary.

Great leaders actively shape their legacies.

Let’s kick things off with a story. One day, a successful businessman was astonished to find his own obituary in a newspaper under an ominous title: “The Merchant of Death”.

It was a mistake – the paper meant to print his brother’s obituary. But it was a jarring moment: he suddenly realized that, despite his financial achievements, he hadn’t lived a life of true significance. In other people’s eyes, all he’d done was to sell weapons of war. In that moment, he was overcome with a profound desire to create a more meaningful legacy.

We’ll come back to the story of this businessman in a second. First, though, let’s ponder the question it raises. It’s a question that each of us inevitably faces: what sort of legacy are we constructing? Inevitably, we all imprint a legacy, whether deliberately shaped or inadvertently created. For leaders and entrepreneurs, this legacy falls into three main components.

The first of these components is rooted in personal leadership. This involves deep self-reflection to achieve self-awareness, surmount biases, and develop a moral compass that drives ethical decision-making. This process of introspection is vital for leaders to become a source of positive inspiration and influence, thereby nurturing an environment where ethical choices and actions are the norm.

The second element of a leader’s legacy pertains to the influence they have in sculpting the culture of their organization. A leader’s actions and behaviors serve as a model, setting the tone for others in the organization. This influence extends its reach, impacting not just the professional sphere but personal lives as well. Building a conscious, people-focused culture becomes a critical component of an organization’s lasting legacy, placing a moral imperative on leaders to guide and develop their teams, going beyond mere financial motivations.

The third element of a leader’s legacy looks at the wider impact of business practices on society. This approach steps away from outdated concepts centered on shareholder value, embracing business models that are socially and environmentally responsible and aim to make a positive contribution to both local communities and the global stage.

Revisiting the earlier narrative about the businessman taken aback by his own obituary, we uncover his identity: Alfred Nobel. Originally known for inventing dynamite, Nobel’s confrontation with his mistaken obituary spurred him to repurpose his wealth toward honoring those who bring the greatest benefits to humanity. This led to the establishment of the Nobel Prize, a prestigious award funded by Nobel’s fortune. It stands as a testament to a legacy that continues to celebrate and incentivize human excellence, enduring through the ages.

A paycheck isn’t enough to attract talented people – you also have to offer them a sense of purpose

In a world increasingly driven by the quest for meaning, impact, and a sense of belonging, the role of businesses in fulfilling these human needs has become more significant than ever. Today, many individuals are actively seeking to escape the relentless pursuit of money, status, and consumerism. They are turning toward more profound experiences, such as meditation retreats, pilgrimages, or simply striving for a more grounded existence. This shift in priorities is not just a personal journey; it also extends into the workplace.

Some businesses have transcended their traditional transactional roles to become entities that provide their employees with a sense of purpose and belonging. Businesses that don’t provide this kind of deeper meaning, on the other hand, are already beginning to lose out on new talent.

Broadly speaking, organizational cultures that speak to such human needs share three elements: impact, principles, and mission.

Let’s start with impact. This element translates an organization’s purpose into action. It’s about fueling passion and motivation among employees and stakeholders, shifting the focus from financial success to building a business and life of significance. Purpose is defined as the reason an organization matters, extending beyond monetary gains to make a visible contribution to society – think, for example, of how an NGO might state its purpose as being “to protect wildlife and preserve natural resources and habitat”.

Then there are principles. These are a set of non-negotiable values guiding desired behaviors within an organization, forming a foundational aspect of the desired culture. A notable example is Patagonia, an outdoor apparel company, which has aligned its core values with protecting the planet, demonstrated by their commitment to donate a share of their profits to environmental charities. Principles can also be smaller in scale. A good example comes from Patina Brewing, a Canadian craft brewery that, during a heatwave, opened its air-conditioned space to the public outside business hours, showcasing its core value of community.

Finally, companies that speak to human needs have a mission – a clear and straightforward statement of what it does and for whom. It should be easily understandable to everyone. The simple yet effective mission statement of Germany’s voluntary fire brigades – “save, extinguish, rescue, protect” – is a great example of a clear and impactful mission statement.

Businesses in today’s world must provide more than just products or services. By fostering an organizational identity centered around impact, principles, and mission, they can contribute to a meaningful and fulfilling experience for their employees, stakeholders, and society at large.

Organizations that embrace purpose can’t just talk the talk – they also have to walk the walk

The evolving landscape of corporate responsibility is witnessing a significant shift from the long-held notion by economist Milton Friedman that an organization’s primary responsibility is to maximize profits and serve its shareholders. A more holistic approach is emerging, recognizing the importance of catering to a broader range of stakeholders, including customers, employees, suppliers, communities, the environment, and shareholders. This shift was notably endorsed in 2019 by the Business Roundtable, a group of CEOs from major U.S. corporations, signaling a move toward a more inclusive understanding of corporate purpose.

But merely acknowledging a broader responsibility is not sufficient. The real challenge lies in turning purpose into action. Consumers, employees, and investors are increasingly adept at discerning whether organizations are genuinely committed to their declared purpose or merely paying lip service. A company’s purpose must be more than a mere statement; it should be a driving force that provides meaning and direction across the organization and legitimizes its existence beyond profit-making and job security.

The overuse and misapplication of the term “purpose” have led to its dilution. Many businesses articulate a well-defined purpose but fail to act on it. In some cases, purpose statements are merely superficial attempts to attract talent and investors, without a genuine commitment to the values they proclaim. An example of this disconnect can be seen in the case of a company like Coca-Cola, which, despite its partnership with the World Wildlife Fund for water stewardship, has been criticized for its lack of progress in reducing plastic waste. This raises questions about the authenticity and scale of its impact.

As management consultant Ron Carucci puts it, the right to claim a purpose has to be earned. Purpose statements should be a reflection of an organization’s actions and values, not a premature declaration that can be used against it. The true test of a purpose is whether it can be observed and felt in the company’s actions, rather than just read in its mission statement.

Ultimately, the intent behind a purpose is crucial, but it is not enough. Action is what transforms intent into reality. Talking about a purpose is good, but actively pursuing it to create a positive impact is what truly matters. It’s this transition from intent to action, from declared purpose to tangible impact, that defines the true value and credibility of an organization’s purpose.

Effective leaders cultivate healthy habits

In the realm of personal and professional development, habits are a force to be reckoned with. They can either propel us toward success or lead us astray. Habits, whether detrimental like excessive social media use or beneficial like regular exercise, shape our lives profoundly. In the professional context, this principle is equally applicable. Habits in business can range from dangerous, like an ego-driven focus on rewards, to healthy, like strategic thinking and decision-making.

The first healthy habit essential for business leaders is developing strategic acumen. This skill involves more than just day-to-day operations; it requires a broader vision. By building knowledge and honing skills in strategy design and implementation, leaders can avoid complacency. This strategic mindset leads to better business outcomes and a more fulfilling professional life.

The second habit is learning to say no by default. The business world is rife with opportunities and ideas, but not all are worth pursuing. Effective strategy requires discernment and focus, which means saying yes only to the most aligned and promising ideas. This selective approach ensures that time, energy, and resources are devoted to the most impactful initiatives, enhancing the likelihood of success.

The third healthy habit for business leaders involves regularly conducting an organizational health check. Much like personal health assessments, these checks are vital for a business’s well-being. They involve asking critical questions about the company’s unique problem-solving capabilities, how its purpose is reflected in its vision and offerings, the relevance of its business strategy, and the understanding of each team member’s role in executing the strategy. These health checks ensure that the business remains on track and addresses potential issues proactively.

Successful business habits are not just about preventing negative outcomes; they are about actively creating a positive trajectory for the business. By cultivating habits that foster strategic thinking, disciplined focus, and regular self-assessment, leaders can guide their businesses toward sustained success and growth.

A company’s identity should dictate its organizational design

In the late 19th century, American architect Louis H. Sullivan posited his famous principle of “form follows function”. This principle, transcending its architectural origins, now significantly influences the realm of organizational identity and strategy. It encapsulates the idea that an organization’s structure and processes should be tailored to support its core identity and strategic goals.

“Form follows function” manifests in various ways within a company. To better align with its evolving identity, a company might undergo structural alterations like divesting a business unit, resizing the board, or creating new departments. But possible changes are not limited to physical restructuring – they also extend to process re-engineering. This can involve enhancing customer service or adopting new collaboration models, all aimed at reinforcing the new organizational identity.

Leadership development is critical in this context. It involves equipping leaders with the necessary skills and understanding to drive any desired change. When leadership is aligned with the strategic needs of the business, it fosters an environment of vibrant dialogue. Teams begin to grasp their role in this new identity, understanding both their contribution and personal emotional investment in achieving new strategic objectives.

But transforming an organization’s identity comes with its own unique challenges. Like an airplane needing the right balance of forces to take off, an organization requires a harmonious interplay of various elements. The thrust for change is given by strategy, vision, and positive attitudes, which propel the organization forward. Drag, on the other hand, is created by gossip, cynicism, or unfavorable market conditions, which can hinder progress. Lift, provided by supportive stakeholders, dedicated teams, and effective governance structures, aids in elevating the organization’s identity.

But of course, when it comes to organizational change taking off, you can’t overlook gravity – the inherent resistance to change within an organization. This resistance can be mitigated by shedding the weight of obsolete management systems, which often are more geared toward maintaining the status quo than facilitating change.

HR systems must also evolve, reflecting the new identity in talent management, skill development, and performance management. Similarly, incentive and remuneration structures should be recalibrated to encourage behaviors aligned with the new organizational values.

In marketing, the focus should shift toward identity-supporting campaigns rather than traditional metrics like click rates. This alignment ensures that marketing efforts resonate with the organization’s desired impact and values. Client relations present another crucial area for realignment. For instance, a company might reassess its client portfolio in light of its new values, even severing ties with clients whose practices contradict its own. This bold move demonstrates a commitment to living up to the newly established identity.

For large organizations, adjusting management systems to support any new identity is a daunting yet unavoidable task. These systems, typically designed to uphold stability, must be rapidly modified to remove impediments to the new identity’s ascent. The challenge lies in implementing these changes swiftly and effectively, ensuring that the organization’s transformation is deeply ingrained in its operational fabric. This re-engineering of management systems is not just a structural adjustment; it’s a crucial step toward embodying a new, purpose-driven identity that resonates through every aspect of the organization.

Conclusion

Businesses today need to transcend traditional roles and focus on creating meaningful workplaces with a strong sense of purpose, impact, and belonging. Leaders, meanwhile, if they wish to build meaningful legacies that extend beyond financial success, should devote their energies to fostering ethical cultures and making positive societal contributions, much like Alfred Nobel’s transformation from a “Merchant of Death” to a benefactor of humanity.

About the Author

Alex Brueckmann