A company’s strategic agenda represents its framework for engaging the people of the enterprise in the work of business growth, performance and change.

Engagement brings together the cultural and structural forces of the organization, matching strategy and resources with:

The Evolving Considerations of the Business

      Marketplace and Enterprise

The Goals and Objectives of Stakeholders

      Strategic and Economic Value

A management view of enterprise engagement covers such matters as forward planning, decision making, problem solving and planned innovation. Resetting the strategic focus, behaviors and energy of the organization is what enterprise engagement is all about.

A governance view of enterprise engagement covers broader matters including accountability and sustainability.  The measures for enterprise accountability must recognize near-term and long-term intentions.  Sustainability is about business evolution, and it is enabled by enterprise engagement.

Enterprise engagement begins with purpose.  Strategy connects people with a powerful sense of what the organizations stands for and where the business is headed.  It blends together critical behaviors including membership responsibility, intentional discovery, respectful and enthusiastic relationships, discretionary efforts and effective collaboration.  These behaviors are learned in the context of a strategic agenda that is backed by thoughtful, engaged and purposeful leadership at every level of the enterprise.

Further discussion on enterprise engagement is provided in my 2007 book, Prepared and Resolved: The Strategic Agenda for Growth, Performance and Change, dsb Publishing.