Navigating any corporate landscape demands more than managerial acumen; it requires a profound understanding of the organization’s very essence.
In his book The Strategy Legacy, author Alex Brueckmann explains this concept, presenting a model that integrates nine core elements of organizational identity. He asserts, “Impact is the change you want to create based on your purpose.” This statement sets the stage for our discussion of how leaders can shape their organizational strategy with purpose and intention.
What is your organization’s strategy, where every decision is a step towards a lasting legacy?
Foundations of Organizational Strategy
At the core of Brueckmann’s framework lie the foundational elements of impact, mission, and principles. Brueckmann defines impact as the element that “gives you legitimacy… it defines what you are or what you want to become as an organization.” His words underscore the transformative potential of a well-defined purpose that goes beyond mere business transactions. It’s about creating a lasting influence on society and the environment, thereby shaping the very identity of the organization.
According to Brueckmann, a mission should clearly and concisely describe what the organization does and for whom. He advocates for simplicity and clarity, suggesting that a mission should provide “minimal room for interpretation” and remain “valid for years to come.” It underlines the enduring nature of a well-crafted mission, which serves as a beacon for the organization, guiding every action and decision toward the long-term vision.
Principles, the third pillar, are described as “non-negotiable values that guide desired behaviors” within the organization. These values form the ethical and cultural backbone, ensuring that every strategic initiative aligns with the organization’s core beliefs and standards of conduct.
Charting the Course with Vision, Goals and Strategy Map
Brueckmann illuminates the path from foundational principles to actionable strategy with the concepts of goals, vision, and the strategy map. He advocates for a vision that captures the essence of the organizational ambition, stating, “Vision is your dream of what the future of the organization looks like.” This vision provides a panoramic view of the desired future, guiding the strategic journey and inspiring collective action.
Goals then translate this broad vision into specific, actionable objectives. Brueckmann emphasizes the precision required in setting these goals: “Goals are the operational breakdown of strategy, helping move it into action.” This breakdown ensures that the strategic direction is not just a theoretical ideal but is grounded in tangible, achievable targets.
The strategy map serves as the blueprint for this journey, outlining the key steps and milestones needed to achieve the vision. Brueckmann describes it as a tool that “visually depicts an organization’s strategic priorities,” enabling a clear understanding of how individual goals and actions align with the broader strategic intent.
Management Systems, Capabilities, and Targets
In the final leg of the strategy journey, Brueckmann focuses on the mechanisms that drive strategy into practice: management systems, capabilities, and individual targets. He argues that effective management systems are essential for implementing strategy, noting that these systems “support the status quo and need to be adjusted to align with new strategic directions.”
In Brueckmann’s framework, capabilities are the skills and competencies necessary to execute the strategy successfully. He points out, “Organizations must invest in building the related capabilities as part of any identity process; this prevents a strategy from failing.” This investment ensures that the workforce is equipped to handle the demands of the strategic plan and adapt to changes along the way.
Lastly, individual targets personalize the strategy for each organizational member. Brueckmann asserts the importance of these targets, stating, “No targets, no implementation because, in the end, organizations don’t bring organizational identity to life—people do.” This personalized approach ensures that every individual’s efforts are aligned with the strategic objectives, facilitating a cohesive and coordinated effort toward achieving the organizational vision.
In The Strategy Legacy, Brueckmann presents a compelling blueprint for building organizational identity through a cohesive framework of impact, mission, principles, goals, vision, strategy map, management systems, capabilities, and targets.
His insights offer leaders a pragmatic roadmap to engrain their desired legacy into every facet of their organization, ensuring that strategies are not merely plans but actionable pathways to sustainable success. This comprehensive approach reinforces the imperative of aligning every strategic endeavor with the core identity, crafting a living legacy that resonates with internal stakeholders and the broader community.
Watch the full interview with Alex Brueckmann and Dan Pontefract on the Leadership NOW program below, or listen to it on your favorite podcast.