Means involving individuals in the strategic decisions that affect them by asking for their input and allowing them to refute the merits of one another's ideas and assumptions. Engagement communicates management's respect for individuals and their ideas. Engagement results in better strategic decisions by management and greater commitment from all involved to execute those decisions.


Means that everyone involved and affected should understand why final strategic decisions are made as they are. An explanation of the thinking that underlies decisions are made as they are. An explanation of the thinking that underlies decisions makes people confident that managers have considered their opinions and have made decisions impartially in the overall interests of the company.

Expectation clarity

Requires that after a strategy is set, managers state clearly the new rules of the game. Although the expectations may be demanding, employees should know up front what standards they will be judged by and penalties for failure. What are the new targets and milestones? To achieve fair process, it matters less what the new goals, expectations, and responsibilities are and more that they areclearly understood.

Intellectual and emotional theory

When individuals feel recognized for their intellectual worth, they are willing to share their knowledge; in fact, they feel inspired to impress and confirm the expectation of their intellectual value, suggesting active ideas and knowledge sharing.

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Intangible capital of an organization

Commitment, trust, and voluntary cooperation are not merely attitudes or behaviors. They are intangible capital. When people have trust, they have heightened confidence in one antother’s intentions and actions. When they have commitment, they are even willing to override self-interest.

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The three strategy propostions

At the highest level, there are three propositions essential to the success of strategy: the value proposition, the profit proposition, and the people proposition. For any strategy to be successful and sustainable, an organization must develop an offering that attract buyers; it must create a business that enables the company to make money out of its offering; and it must motivate the people working for or with the company to execute the strategy. While good strategy content is based on a compelling value proposition for buyers with a robust profit proposition for the organization, sustainable strategy execution is based largely on a motivating-people proposition.

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The power of fair process

Fair process builds execution into strategy by creating people's buy-in up front. When fair process is exercised in the strategy-making process, people trust that a level playing field exist.


Fair process matters


Align value, profit, and people propositions

Challenging conventional wisdom

It is never easy to execute a strategic shift, and doing it fast with limited resources is even more difficult.

A company is not only top management, nor is the middle management. A company is everyone from the top to the front lines.

Build execution into strategy