About democratizing of strategy…

… and 'autocracy' in the boardroom.

Picture this: a group of people locks themselves in a meeting room with terrible coffee, a whiteboard covered in post-its and a healthy dose of self-confidence. A few hours later, out rolls a strategy that the rest of the organisation is expected to execute, without asking too many questions. Sound familiar? Welcome to the classic top-down organisation.

Strategy has long resembled an autocratic regime. The CEO speaks, the C-suite nods, and everyone else gets to experience the result. The problem? That approach no longer works. And honestly, it never really did.

The boardroom as an ivory tower

Let's be honest: people at the top are far removed from the shop floor. They see the spreadsheets, the quarterly figures and the PowerPoints. What they see less of: the employee who has known for six months that a certain process is completely broken, but has never been asked to say so.

The focus on shareholder value and profit maximisation has led to what researchers euphemistically call a 'poly-crisis'. Climate problems, social inequality, the exhaustion of people and planet. Not exactly the result you proudly share at the next team drinks.

It's not that those directors are bad people. They're simply stuck in a system that rewards short-term thinking, while the world around them is calling for the long term.

The shop floor already knows

Here's an open secret that many organisations keep missing: the people who do the work every day know an enormous amount. More than their managers might like.

Research by Branddoctors among 300 Dutch directors and managers shows that the role of middle management in strategy is already growing. And rightly so. They connect strategic ambition to daily reality. They know what's going on, where things are stalling and where the real opportunities lie.

But don't stop at middle management. Involve everyone. The employee who has daily contact with customers sees things that no consultant will ever put in a report.

Involving more people in strategy means: better strategy. And a strategy that people have helped build is one they'll also carry out with far more enthusiasm. Makes sense, right?

Strategy with a human heart

Democratising strategy isn't just about more input. It's also about asking different questions.

Instead of "How do we maximise profit this quarter?" we can ask: "How do we make our organisation profitable and good for people and planet?" That might sound idealistic, but it's simply smart business thinking for the long term.

A people-centred strategy treats employees, society and the environment not as an afterthought, but as the starting point. Changing an organisation's culture begins with the question: what do we actually stand for?

Dialogue instead of dictate

A democratic strategy isn't a document pushed from the top down. It's a conversation. An open, honest conversation across all levels of the organisation.

When people think along together, something beautiful emerges: ownership. People who helped shape a strategy stand behind it. They understand it, believe in it and actively carry it forward. That's what Branddoctors means when they say that inspiring strategies are far more successful than strategies built purely on numbers and targets.

The difference isn't in the spreadsheet. It's in whether people wake up in the morning feeling: this is my organisation, this is my direction.

Make strategy worth reading

One more thing organisations consistently underestimate: how you tell a strategy is just as important as what's in it.

A 47-page strategy document packed with jargon and abstract objectives is not a strategy. It's a sedative.

A good strategy has a story. Clear, human, inspiring. Something people understand and remember. Something that works as brand communication, both internally and externally.

When your strategy moves people rather than just informing them, buy-in follows naturally. And an organisation that shares its direction in an engaging way automatically positions itself as authentic and forward-thinking.

Strategy as a story. Not as a mandatory document.

Time for a new direction

The conclusion is simple: stop making strategy as a closed club, and turn it into an open co-creation process.

Give the boardroom back its role as inspirator and framework-setter, but let the wisdom of the whole organisation play a part. Frame the strategy in a way that gives people energy. And make sure the direction you choose is good for more than just the shareholders.

Strategy that works is strategy that lives. And strategy only truly lives when people are part of it themselves.

So: fewer closed doors, more open conversations. Fewer post-its in the meeting room, more real dialogue with the people who make it happen every day.