Strategy and Deployment: Most stories about strategic planning and deployment have to do with gaining focus and understanding for where leadership is taking the organization.
Consolidation and Centralization
A perfect example is a non-profit organization that was consolidating twelve offices into one regional office. Each of the twelve offices had an executive leader who was recognized in the community as the leader of the community organization. She typically was on boards, participated in fundraisers, was present at disasters, was a member of the chamber, etc.
As such, this executive was in a position of power and prestige in the area she oversaw. All the sudden, corporate says, consolidate and centralize all services under one roof, while maintaining the fundraising and coordination of the communities locally. This meant one of the twelve was elevated to lead the services group and her community. Mayhem reigned as each executive protected her territory and turf.
To remedy this situation, a singular vision and set of strategies was necessary in order to coordinate delivery, quality and timeliness of all the services delivered. This initially felt like a disempowerment process for the other eleven.
So, all twelve, plus leaders for each of the four central service delivery aspects of the business were involved in creating the common vision and strategies. Then all were involved in the planning process for delivery, fundraising, marketing, etc.
As each of the twelve saw their priorities being emphasized and began to understand the difference in their roles, they assumed more personal accountability and ownership of the vision, strategies, plans and priorities. Each of the executives actually gained prestige since she was able to spend more time with the community events, disasters, homeless, soup kitchens, etc.